Title: Fading Job Site Supports
1Fading 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 (812) 855-6508
- E-Mail tgrossi_at_indiana.edu
- www.iidc.indiana.edu/cclc
2Quality Check . . .. What Do We Need to Make Sure
Happens Before Fading?
3Are We Being Exclusive, Intrusive, Or Inclusive?
4Exclusive
- Websters New World Dictionary
- Excluding all others
- Not shared or divided
- Sole (an exclusive right)
- Excluding certain people, as for economic or
social reasons
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6Exclusion 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
7Intrusive
- 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
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10Intrusive 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????
11Inclusive
- Websters New World Dictionary
- Taking everything into account
- To be enclosed
- To have as part of a whole contain comprise
- To take into account
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14Inclusive 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
15Inclusive 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
16Fading 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
17Systematic 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.
18Some 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)
19Some 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.
20Some 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.
21DATA COLLECTION METHODS
22Data 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
23Data 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
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25Sample 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
26Data Summary for Work Site Vaughn Park Church
of Christ Task Labels on Brochures and Stacking
27SELF-MANAGEMENT STRATEGIES
- A. Stimulus Control Techniques For SM
- B. Antecedent Cue Regulation
- C. Self-Monitoring
- D. Self-Evaluation
- E. Self-Instruction
28The 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
29Good 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
30The 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
31The 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.
32Trans-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.