job development in rural areas allen anderson employment management professionals september 09, 2011

Job Development in Rural Areas

Allen Anderson Employment Management

Professionals

September 09, 2011

TACE Center: Region IV, a project of the Burton Blatt Institute.Funded by RSA Grant # H264A080021.

© Employment Management Professionals Inc.

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Challenge

• Limited jobs in rural communities

• Employers already have people in mind

• The rural community is closed to outsiders

• Rural job market can disappear forever

• Rural community can be more effected by poor economy – employers more circumspect



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Solutions

• Understand how to do job development better

• Adjust JD sell to fit the rural community through relationship building

• Become the value added labor supplier



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Agenda

• Review our job development constructs

• Strategic differences between rural and urban job development

• How to construct rural job development



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Job Development Constructs

• If an employer resists hiring from a job developer it is generally because the candidate is not job ready. True or False?

• The candidate’s employment barrier is the determining factor in whether they get a chance at being hired. True or False?



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Job Development Constructs

• All hiring and job development is based in perception of the candidate not the reality of the candidate.

• Key to job development is managing employer perception

• All hiring decisions are based in trusting that perception

• Perception management and building trust ensures job development success



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Job Development Constructs• Perception is managed with selling skills• Trust is earned with JD sincerity, employer focus

and action• Employers initial reaction is to perceive JD as

having a bad candidate and to distrust the job developer

• Need means to over come the negative or neutral first impression and build trust

• We do this with the right selling style



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Selling Styles

• Charity selling – do it for your values

• Spiel selling – describing the candidate and services and hope the employer recognizes value

• Problem solving or consultative selling – finding the problem first and building the solution second



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Consultative Selling Model & Objectives

• Prospecting – finding employers who are hiring and getting an appointment

• Needs Analysis – understanding the employers needs/problems and getting them to agree to look at a proposal

• Selling – presenting your solution and getting a buying decision

• Follow-up – deliver candidate and repeat business



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Consultative Sell Key Skills

• Prospecting – opening line, what makes the employer let you in?

• Needs Analysis – probing, what value adding questions do you ask?

• Selling – presentation, what solutions do you offer?

• Follow-up – repeat business, what value added action gets new business?



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Job Development Foundations

• Need Motivated, Reliable and Dependable (MRD) to truly be employable

• Failure to sell is the responsibility of the JD not a result of the candidate’s qualifications

• Job developers massage opportunities to fit their candidates not find candidates to fit their jobs



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Relationships and Needs

• Relationships and needs commonly used terms but not concretely defined in JD

• Relationship – shared business objective/s

• Needs – a problem defined not a solution presented

• Clear definitions give action focus and success



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Differences between Rural and Urban• Rural and urban definitions• Urban: is generally job first, relationship second

– are you hiring, lots of jobs available, open to working with anyone, quicker style of placement

• Rural: is generally relationship first, job second – jobs are hidden, go to people they know, use existing connections, need to build the connection to get the job, slower but longer term opportunities



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JD Advantages in Rural

• Your professionalism may not be readily available

• Less employee choice in rural, not as much pick of the litter

• You can offer choice

• Your services can make a bigger difference in rural than urban



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Rural Job Market

Job market is hidden• Feels like there is no job market• Employer rebuffs “are you hiring” approach• Easy to be excluded and feel reinforced that

what you have is not wanted• Low management turnover permanent rejection



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Rural RelationshipStart a business relationship:• Focus on getting to know the employer’s potential job

needs not find a job

• Not a friendship, buddy building or shared good times – a connection to do business

• Show the employer you know their jobs and can act in their interest when the time arises

• Initial request dictates potential business relationship not the need for jobs

• Earn the right to present candidates



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Rural: 4 Meetings to Sell• Meeting 1: get the employer to agree to an appointment

so you can meet and get to know them, limited program or candidates presentation

• Meeting 2: get the employer to talk about their employment needs, present and future, but focus on future, get to know their jobs much better

• Meeting 3: Outline to the employer the employment program you have built to respond to their needs and ask permission to sell a candidate to them in the future

• Meeting 4: respond to employer job offer or offer a potential candidate as the candidates emerge



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Step 1: Prospecting, Opening LinesThe 1st meeting with the employer • Build an opening line about building a relationship not

about finding jobs• Hi, my name is _____ and I represent, ______ is going

to build an employment service involving people with ____ in this community to assist local employers to save money and get good employees, but we know to build an effective service we must first talk to local employers about what they might need and want in an employment service that will work for them. Would you be willing to give me some time to help me understand you future needs and help me build my employment service?



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Step 1: Opening Lines

Opening lines: • Must create curiosity not sell• Need non-job business reason to talk• Focus on the employer not the JD needs• Generalized potential business not actual business

unless offered by the employer• Create time investment



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Step 2: Needs Analysis ProbingThe 2nd meeting with the employer:Design questions to gather general employment info so

you appear to and actually do learn about the employers needs:

• Tell me about the jobs you have?

• What makes them harder or easier to fill?

• What makes a good employee?

• What jobs do you have the most concern about?

• What jobs offer the most opportunity to you?

• What support makes hiring easier for you?

• Tour and learn the job



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Step 3: Selling – Present an Option

The second meeting:• Outline your services as it relates to what you have

learned about the employer, make your service, employer specific

• Earn the right to ask two questions: If you have a job will you tell us? If I have a candidate can I tell you?



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Meeting #4 – A Job or Candidate• You have earned the right to be part of the employers

connections

• You are offered a job to fill, you then do a typical needs analysis with corresponding massaging

• You offer a candidate in case the employer is hiring then do typical needs analysis

• You can call on the employer now an endless amount of times – stay in touch



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Construct Rural Job Development

Overview:• Consultative selling

• Relationship before selling

• Build opening lines and needs questions

• Earn the right by getting to know

• Present services only after getting to know the employer

• Ensure an ongoing contact process



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Comments & Questions



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Contact Information

Allen Anderson

Employment Management Professionals Inc.130 Carlton Street, Suite 1510Toronto Ontario M5A 4K3

416-922-3791

Email: [email protected]

Website: www.DTG-EMP.com



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THANK YOU!



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Upcoming Webinars:Job Development Exchange

Developing Sales Tools for Customizing Employment: The Portfolio and Visual resume (October 27)

Preparing for Negotiations with Employers (November 7)

Employer Networks: An Overview of Various Types of Employer Networks (December 8)

Building Employer Networks (December 16)



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Archived Webinars:Job Development Exchange

An Overview of Employment Approaches and Strategies to Serve all Persons

Introducing the Online Toolkit for Job Placement and Employment Professionals

Distinguishing Employment Relationships: Competitive and Customized Employment

Job Development in Rural Areas



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TACE Talks Transition (TTT)

Monthly concise information on best practices to transition counselors available for their own pace learning; – sign-up and start your subscription via the Transition Email-Listhttp://tacesoutheast.org/network/transition/email_list.php



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Education CreditsCRCC Credit - (2.0)Approved by Commission on Rehabilitation Counselor

Certification (CRCC) • By Monday Septemeber 20, 2011, participants must

score 80% or better on a online Post Test and submit an online CRCC Request Form via the MyTACE Portal.

My TACE Portal: TACEsoutheast.org/myportal

**For CRCC credit, you must reside in the 8 U.S. Southeast states served by the TACE Region IV [AL, FL, GA, KY, MS, NC, SC, TN]. If beyond TACE Region IV, you may apply for CEU credit.



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Southeast TACE (Region IV)

Toll-free: (866) 518-7750 [voice/tty]

Fax: (404) 541-9002

Web: TACEsoutheast.org

My TACE Portal: TACEsoutheast.org/myportal

Email: [email protected]



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DisclaimerThis presentation was developed by the

TACE Center: Region IV ©2011 with funds from the U.S. Department of Education, Rehabilitation Services Administration (RSA) under the priority of Technical Assistance and Continuing Education Projects (TACE) – Grant #H264A080021. However, the contents of this presentation do not necessarily represent the policy of the RSA and you should not assume endorsement by the Federal Government [34 CFR 75.620 (b)].



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Copyright Information

This work is the property of the Employment Management Professionalsand may not be reproduced in any manner, whether in part or in whole, without written permission from Employment Management Professionals Inc. Reproduction without consent of any part of this Guide is in violation of copyright law. All rights reserved.

job development in rural areas allen anderson employment management professionals september 09, 2011

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