Stabilization--STAT!!

You may have heard doctors on TV medical shows screaming, “I need something, STAT!” You probably knew from their voice and expression that they wanted something right now. Well, yelling, “STAT” for job stabilization is not exactly best practice and may actually be more harmful to the individuals we support every day.

Stabilization, in layman’s terms, is the point at which an individual has reached their greatest level of independence on the job. Although they may not do every task perfectly every time, they have reached their maximum ability. (Note that stabilization may look different for every employee. Some employees, for instance, may still need some assistance at certain tasks but with that accommodation, they’ve reached stabilization.) 
Stabilization occurs when 1) the coaching and modeling you’ve provided to an employee has helped them learn their tasks and workplace culture, and 2) when natural supports are in place.  

Since there’s a Milestone payment affiliated with stabilization, many employment specialists are often in a rush to move a job seeker along, so they can bill for the work they’ve done and move on to the next step. But challenge yourself to step back and think before screaming, “Stabilization - STAT!”  Trust us: You have plenty of time.

Slow Down! Devote Time to Those First Steps

After the job seeker you’re supporting finds a job that seems to be a good fit, they’re ready to use their skills and talents. Your first steps, as an employment specialist, are to support this new employee with learning new job tasks, performing daily duties, and following policy and procedure. Your next steps include supporting the employer as they train the new employee. You’ll also be helping the employee learn the workplace culture and helping the employer and employee as they build natural supports.

The new employee may need assistance getting to know people in their workplace. They may need to understand different work styles of co-workers and supervisors. There may be unwritten rules of the workplace that you’ll need to spell out. Some off-site skills, such as addressing transportation needs to get to and from work, could be fundamental to successful long-term employment. These essential items can be overwhelming to some, and yet, second nature for others. So, take time to address each need as it surfaces.

During the first four weeks or 30 days of employment, take time to make keen observations and listen to an employee’s needs. Take each hurdle they face as a mere “bump in the road.” Address those needs and challenges as creative goals that will increase the individual’s confidence.

Putting those goals in writing to demonstrate how you will support that person is the thrust of the Employment Support and Retention Plan (ESRP). (See “Helpful Links,” below.) The ESRP is where you will continue to identify those areas of support the employee needs to achieve independence. This is also the time that you will identify and discuss how you plan to support that new employee through the strategies and techniques that you will use. Remember that the focus of these first weeks is always progress and never perfection.

And another reminder: You don’t have to do this all alone. Let workplace co-workers and supervisors help support, teach, and coach the new employee. (See the Shared Solutions post, “Don’t Alienate Your Natural Supports.”) Your presence and expertise can make the difference not only for the new employee, but also for the business. You are the professional consultant to the business, supporting their decision to hire the individual and making this partnership work for them, too. 

The Signs of Stabilization

How do you know when your new employee has achieved stabilization?  Per the VR Manual (p. 29), ask yourself:

1. Has the employee made significant progress in gaining independence on the job during the period of supports?
2. Do you have evidence that supports have faded, even if fading has not been entirely linear (i.e., periods of ebb and flow)?
3. Is there strong potential for the individual to become more independent, resulting in additional fading* of supports?
4. Is the employee meeting the employer’s performance standards with as little support as possible and as is likely for that individual?
5. Why do you believe the employee has achieved their highest level of independence? What other evidence do you have?
6. Are you confident that an employee receiving supported employment will be able to maintain their job with appropriate extended services?

Adapted from the VR Manual of Employment Services, (Version 5.0, February 2019, page 29).

Tah Dah!

Stabilization means that even if the individual doesn’t do every job task perfectly every time, they’ve reached their greatest level of independence on the job. Just remember: DO NOT RUSH THIS! Be certain you are ready for your “tah dah moment.” With supported employment services, you have up to 24 months to provide support to your new employee!

 

When the employee has reached stabilization, you’ll complete the Stabilization Notification Form. On this form, you’ll share what you’ve done; any anticipated changes to the schedule, routine, or needs; and/or any additional needs for accommodations, modifications or assistive technology items. Once all team members and your VR counselor are in agreement and sign off on the form, your new employee has achieved stabilization! That’s when your 90-day clock starts. At the end of those 90 days, you may bill for Milestone 3.

Reaching stabilization is a huge deal! You assisted your newly-employed job seeker in learning their tasks, adjusting to their new role, and finding natural supports in their workplace. Over the next 90 days of their employment, your focus will shift from overseer to observer. 

Celebrate and do a TAH DAH with your new employee, because, together, your work was AMAZING!

*Stay tuned. We will discuss the fine art of fading in a future post.

Helpful Links

Stabilization Notification Form

Employment Support and Retention Plan Form

Employment Services Authorization Request Form 

VR Employment Services Manual 2019

Don't Alienate Your Natural Supports

The right workplace supports can do wonders to help you avoid an alienating experience for your job seeker. Employment program leaders, service professionals, and service innovators (that's you!) wanting to improve outcomes for employees with disabilities often rely on natural supports. 

What are natural supports and what can they do? How do we identify them in a workplace? And what can we do to encourage their use? 

The Institute for Community Inclusion defines natural supports as those that:

• already exist within a workplace or community system;
• are consistent with the workplace culture;
• are typically available and/or perceived as usual; and
• occur typically in the workplace, or can be facilitated by a job coach.

In short, natural supports are all about taking advantage of what is already there! In order to develop and encourage natural supports, however, you'll need to plan ahead, make use of some key strategies, and know what to avoid. 

Beware of Becoming an Intruder from Planet Z

Keep in mind, some employment support practices can sabotage naturally available supports, either by keeping others out ("exclusionary" practices) or, by pushing ourselves into situations ("intrusive" practices) where we become unwanted. 

Unfortunately, exclusionary practices occur routinely and include:

• failing to consider a company’s typical hiring/onboarding/orientation and training routines;
• presenting ourselves as the “expert” in all things related to the job seeker;
• failing to include co-workers throughout the employment process;
• ignoring or overlooking workplace social routines, such as shared break and lunchtimes with others; and
• creating tasks or schedules that are markedly different from other employees'. 

Adding to a failed recipe for successful natural supports development, employment specialists often have an intrusive presence. Defined as causing disruption or annoyance, intrusive actions include:

• dismissing typical ways and means used by the employer,
• taking complete control of all training at all times,
• remaining physically close to an employee at all times,
• providing verbal and physical prompts when they’re not really required, 
• providing workplace supports only when a provider needs to generate revenue,
• not using systematic instruction and data-driven teaching strategies, and
• failing to fade employment specialist supports in the workplace.

Use the Force for Good

The good news is this is changing – hooray for the heroes! (Scully and Mulder, Han and Chewie, the Avengers--there are lots of team players in good sci-fi.) We’re hearing and reading about stories from across Indiana and around the globe that provide excellent examples of enduring, natural supports. You have the power to nurture and create these same lasting and naturally occurring supports in the workplace for the employees you support. Here's how you can practice the development of natural supports:

• Act as a single member of a larger teaching and support team led by the employer.
• Let employers and co-workers know that you're a consulting mentor and “friendly guide,” an ally. (For instance, you could suggest the development of a peer-to-peer mentoring opportunity in the workplace.)
• Adopt an unobtrusive presence and approach.
• Encourage co-worker involvement.
• Provide enough, but not too much support.
• Use data-driven instruction, and be sure to fade your supports.
• Develop collaborative off-site supports.

X-Files: Resources You Can Use

• Check out this short video, from an Indiana employment specialist, about the importance of using natural supports in the workplace:

Our thanks to Barbara Goffinet, with Southern Indiana Resource Solutions, for allowing us to share her words of wisdom this month.

• Natural Work Place Supports Quality Checklist  This handy, still relevant checklist was first published by Syracuse University in 1993 as an appendix to Developing Natural Supports in the Work Place: A Manual for Practitioners (Murphy et al., 1992). Scroll to Appendix A.

For more tips and strategies on developing natural supports as well as insights on how intrusive and exclusive behaviors impact workplace supports, enroll in Advanced Supported Employment training this summer! Watch your email for more information, or see the Employment Specialist Trainings page on the Center on Community Living and Careers website.