The Benefits of Active, Person-Centered Job Placement: Results From Service Providers Undergoing Organizational Transformation Away From Sheltered Employment.

Recent national and state-level policy changes have created an imperative for service providers to transform from sheltered work to competitive integrated employment. The current study sought to understand the impact of participation in a 1-year, comprehensive technical assistance pilot designed to support service providers to transform away from sheltered workshops towards encouraging competitive integrated employment and delivering job development supports. Findings showed competitive integrated employment is attainable if given the appropriate organizational emphasis and when effective job development practices are implemented to a strategically identified group. Implications highlight the values of slowly preparing individuals for competitive integrated employment; facilitating an active, person-centered job placement process; engaging key stakeholders in job development; and focusing on individual job placement in the context of organizational transformation.

Choosing employment: factors that impact employment decisions for individuals with intellectual disability.

Little is known about the factors that shape the employment-related decisions of individuals with intellectual and/or developmental disabilities. Findings from qualitative interviews with individuals, their family members, and employment-support professionals from four community rehabilitation providers throughout Massachusetts were reported. Recognizing the value of participatory action research, we also included a co-researcher with intellectual disability who participated in all facets of the research process. Findings revealed a collection of people and factors considered influential in employment-related decision-making. The family in the formative years, school-based staff and early employment experiences, the culture of the community rehabilitation providers, the job developer, and personal preferences all influenced participants' decisions. Through understanding these persuasive elements, we offer recommendations to those in the intellectual and developmental disabilities field to optimize employment choices and outcomes.

Retaining the older workforce: social policy considerations for the universally designed workplace.

Even in the midst of massive layoffs that come with an economic downturn, employers must remain aware of the pending impact of their aging workforce. Losing older employees to retirement drains knowledge and expertise. In response, employers are looking at new ways to retain older workers at the same time that older workers are reevaluating the traditional approach to retirement. This article presents findings from case study research consisting of interviews with key employees at 18 companies in 13 states. Five of those companies subsequently participated in in-person site visits. Interviews were held with a wide range of informants, including company leadership, supervisors, and older workers. Findings include a description of the cultural context within which the development of formal and informal older worker retention strategies occurred, as well as the retention strategies themselves. The discussion section explores the universal nature of these retention initiatives and how consideration of universality benefits not only older workers but a range of diverse groups as well.

Maximizing potential: innovative collaborative strategies between one-stops and mental health systems of care.

Barriers to seamless service delivery between workforce development and mental health systems of care have kept both entities from maximizing their potential in regards to employment for job seekers with mental illness who are capable of work and seeking employment. Using a multiple case study design, this study examined the nature of collaboration between workforce development and mental health systems to understand the policies and practices in place to assist individuals with mental illness to find and keep work. The paper presents innovative strategies that involved staff from both workforce development and mental health agencies. Findings from this research identified the following collaborative strategies: (a) the creation of liaison positions and collaborative teams; (b) staff training on mental health and workforce issues; and (c) multi-level involvement of individuals with mental illness. Implications for workforce professionals are offered as a way to stimulate implementation of such strategies.

Entering work: employment outcomes of people with developmental disabilities.

This paper provides a current snapshot of employment outcomes for individuals with developmental disabilities who had recently entered integrated employment (individual and group supported jobs) with the support of a community rehabilitation provider. Individual outcomes are based on an analysis of the National Survey of Community Rehabilitation Providers conducted between 2004 and 2005 by the Institute for Community Inclusion at the University of Massachusetts in Boston. Survey results show that the majority of respondents with developmental disabilities worked part-time in individual jobs, predominantly in the entry-level service industry; earned above federal minimum wage; and received paid time off. Differences in employment outcomes by type of integrated employment model are discussed. The paper concludes with a discussion of the implications of the findings.

Broadening opportunities for job seekers with disabilities: strategies to effectively provide assistive technology in One-Stop centers.

The Workforce Investment Act (WIA) of 1998 mandates that partners in the One-Stop Career Center (One-Stop) system be prepared to serve a diverse customer base, including job seekers with disabilities. For many such individuals, effective service delivery depends in part on the existence of appropriate and efficient assistive technology (AT) options. This article presents challenges experienced by One-Stop partners related to AT provision as well as strategies for providing effective AT support. Findings from case study research conducted in several One-Stops across the country revealed three strategies that have enhanced employment services and addressed barriers. These are (a) an accurate assessment of AT needs, (b) staff training and practice using the equipment, and (c) the ability to make the most of limited financial resources. Implications for the most efficient ways to provide AT options are discussed.

Maximizing competence through professional development: increasing disability knowledge among One-Stop Career Center staff.

The Workforce Investment Act of 1998 (USA) mandates that partners in the One-Stop Career Center system be prepared to serve a diverse customer base. Effective service delivery depends in part on a focus on human resources and professional development. This article presents innovative strategies for One-Stop Career Center staff training related to serving customers with disabilities. Findings from case study research conducted in several One-Stops across the country revealed that staff struggled with both knowledge and attitudes around disability issues. To address these concerns, local leaders developed practices that provided opportunities to gain practical skills and put acquired knowledge to use. These included a formalized curriculum focused on disability issues; informal support and consultation from a disability specialist; and exposure and learning through internships for students with disabilities. Implications are offered to stimulate thinking and creativity in local One-Stops regarding the most effective ways to facilitate staff learning and, in turn, improve services for customers with disabilities.

The impact, meaning, and challenges of work: perspectives of individuals with HIV/AIDS.

This study used a qualitative methodology to examine the work needs and experiences of 29 individuals with HIV/AIDS. Findings revealed the value and significance of employment, concerns related to social security benefits and discrimination, informal and formal supports and barriers, and the needs of unemployed compared with employed individuals. Implications consider the best methods of helping individuals with HIV/AIDS obtain or maintain employment.