Transcript Preparing for Negotiations with Employers

Preparing for Negotiations
with Employers:
Representing Job Seekers for
Customized Employment
Michael Callahan
Marc Gold & Associates
Employment for All
November 7, 2011
The Sales Aspect of Job
Development
• Customized job development is primarily a
•
negotiation interaction with employers that
seeks to find an intersection between
employer needs and job seeker contribution.
It is critical for job developers to utilize all
connections that exist between job seekers
and potential employers.
TACE Center: Region IV, a project of the Burton Blatt Institute.
Funded by RSA Grant # H264A080021. © Marc Gold & Associates
2
The Sales Aspect of Job
Development
• Even though most rehabilitation
•
professionals did not prepare themselves
for a career in sales and, indeed, most
would rather not make employer calls, job
development is “job one” in our field.
We need to understand and play by the
“rules of sales” that dictate interactions
between sales personnel and employers.
TACE Center: Region IV, a project of the Burton Blatt Institute.
Funded by RSA Grant # H264A080021. © Marc Gold & Associates
3
4
Embracing the “Rules of Sales”
• Make appointments first. We should never
•
•
make a presentation without first establishing an
employer’s interest in hearing it.
Time is the most important commodity of
business. We’ve got to minimize the time we
require of employers.
Use the language of business. We must strive
to identify and use business-focused language
instead of human service jargon.
TACE Center: Region IV, a project of the Burton Blatt Institute.
Funded by RSA Grant # H264A080021. © Marc Gold & Associates
Embracing the “Rules of Sales”
(cont.)
• Focus on employer needs, first, before
•
•
negotiating the needs of the job seeker
Dress respectfully, but it’s not necessary to
compete with employers
It is permissible to have two job developers
make a call without asking for permission in
advance
TACE Center: Region IV, a project of the Burton Blatt Institute.
Funded by RSA Grant # H264A080021. © Marc Gold & Associates
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Embracing the “Rules of Sales”
(cont. 2)
• You have a reasonable expectation of
•
•
respect and a place to present, as long as
you haven’t broken any rules
Dress for respect to the employer more than
for expected success
Always be on time and keep to promised
timelines with employers
TACE Center: Region IV, a project of the Burton Blatt Institute.
Funded by RSA Grant # H264A080021. © Marc Gold & Associates
6
Embracing the “Rules of Sales”
(cont. 3)
• Don’t try to “sell”, rather let the employer buy the
concept of CE
• It is not your responsibility to persuade, it is your
responsibility to inform
• Always focus on decision makers in companies, not
just on easy access
• If you don’t know, say, “I don’t know.” but find the
answer
TACE Center: Region IV, a project of the Burton Blatt Institute.
Funded by RSA Grant # H264A080021. © Marc Gold & Associates
7
A Typical Job Development
Process
• Sales focused steps…
 PROSPECTING: RESEARCH AND
PREPARATION
 MAKING EMPLOYER CONTACTS:
GETTING IN THE DOOR
 HOLDING THE INITIAL MEETING:
MAKING YOUR PITCH TO EXPLAIN CE
 FOLLOW-UP NEGOTIATIONS - MAKING
THE FINAL MATCH: EMPLOYER/JOB
SEEKER
 CLOSING THE DEAL
TACE Center: Region IV, a project of the Burton Blatt Institute.
Funded by RSA Grant # H264A080021. © Marc Gold & Associates
8
Elements of Successful,
Individualized Prospecting
• Determine your negotiables relating to
•
•
customized employment services.
Research the targeted business to obtain
information necessary for successful
negotiations and matching.
Identify already-existing linkages which may
be of help in more narrowly targeting and
securing jobs.
TACE Center: Region IV, a project of the Burton Blatt Institute.
Funded by RSA Grant # H264A080021. © Marc Gold & Associates
9
Elements of Successful,
Individualized Prospecting (cont.)
• Obtain and use referrals which can assist in getting
appointments and job opportunities.
• Develop a system/strategy for compiling and
organizing information on employers.
• Develop and use a business vocabulary and strive
to view employment issues both from a business
and human service perspective.
TACE Center: Region IV, a project of the Burton Blatt Institute.
Funded by RSA Grant # H264A080021. © Marc Gold & Associates
10
Qualifying Employers Starts With
Discovery
• The first step in engaging employers starts
•
with getting to know the applicant. “Who is
the person?”
By carefully answering this question, we have
a way to explain to employers the reason for
contacting them. In sales terms, this is
qualifying your contacts.
TACE Center: Region IV, a project of the Burton Blatt Institute.
Funded by RSA Grant # H264A080021. © Marc Gold & Associates
11
12
Determining Your Negotiables
• The first step of negotiation is to determine
•
the negotiables that you will use when
contacting employers.
Remember, Customized Employment
principles ask us to individually determine
those negotiables related to the job seeker.
However, you will have negotiables related to
your agency.
TACE Center: Region IV, a project of the Burton Blatt Institute.
Funded by RSA Grant # H264A080021. © Marc Gold & Associates
13
Components of Negotiation
•
•
•
•
Essential Selling Points
Sweeteners
Hole Cards
Non-Negotiables
TACE Center: Region IV, a project of the Burton Blatt Institute.
Funded by RSA Grant # H264A080021. © Marc Gold & Associates
14
Employer Research
• Employer research starts with discovery
• Expand research during the final part of the
•
•
planning meeting
Use the Specific Employer list as a way to
encourage connections and referrals
Plan to spend about an hour per employer for
research
TACE Center: Region IV, a project of the Burton Blatt Institute.
Funded by RSA Grant # H264A080021. © Marc Gold & Associates
15
Issues for Employer Research
• Name and address of the
•
•
•
•
•
•
company
Type of business the company
engages in
Name of decision-maker for
company commitments
Name of one contact, related
to you or the applicant, who
can give you information
regarding the company
How the company refers to
itself/industry segment
Discrete tasks likely to be
performed
Demographics of employees
•
•
•
•
•
•
•
•
•
General viability of business
Location in community
Distance from applicant
Entry wage paid to all
employees
Culture of Workplace
Accessibility
Community alignment,
initiatives/partners
Company values/mission
Clarity as to why you are
planning to call on this
employer
TACE Center: Region IV, a project of the Burton Blatt Institute.
Funded by RSA Grant # H264A080021. © Marc Gold & Associates
16
Determining Who to Contact
• In customized
employment avoid
personnel and HR.
Target decision-makers
in the company, usually
the person at the top.
TACE Center: Region IV, a project of the Burton Blatt Institute.
Funded by RSA Grant # H264A080021. © Marc Gold & Associates
17
Organizing Employer Information
• Use a simple card file system, alpha
•
organized, or a contact program or “PDA” to
organize information learned during research.
Use an employer contact list, for each
participant, that accounts for contacts made
in a sequential manner, based on the
Planning Meeting list.
TACE Center: Region IV, a project of the Burton Blatt Institute.
Funded by RSA Grant # H264A080021. © Marc Gold & Associates
18
Employer Contact Sheet
• 9x7 Chart: Employer Contact Sheet.
Name of Business
Research
Time
Date
contact
Method of
Contact
Inf. D.I.
Phone
Who
made
contact
Date
of
I.M.
Follow up
Mtgs.
1st. 2nd 3rd
Used
Referral
(Yes/no)
1.
2.
3.
4.
5.
6.
TACE Center: Region IV, a project of the Burton Blatt Institute.
Funded by RSA Grant # H264A080021. © Marc Gold & Associates
Name of Referral
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Referrals & Linkages
• Referrals: A referral is a recommendation or
direction offered by an employer or other respected
figure that assists in getting an appointment and
making a deal.
• Linkages: A linkage is any connection or
relationship between any and all the parties related
to the applicant that might be used to enhance the
chances of successful job development.
TACE Center: Region IV, a project of the Burton Blatt Institute.
Funded by RSA Grant # H264A080021. © Marc Gold & Associates
20
Cleaning Up Our Language
• Abbreviations: using the first letter of words to
•
•
shorten descriptions.
Acronyms: using the first letter of words to
spell another word.
Jargon terms: using words and phrases,
within a certain field, that have specific
meanings outside typical use.
TACE Center: Region IV, a project of the Burton Blatt Institute.
Funded by RSA Grant # H264A080021. © Marc Gold & Associates
21
Getting the Appointment
Decide on the type of initial contact to use to
get an appointment for a face-to-face meeting





Third party connection
Informal Context
Drop-in Visit
Telephone Contact with letter of self-referral
E-mail Contact (only in certain cases)
TACE Center: Region IV, a project of the Burton Blatt Institute.
Funded by RSA Grant # H264A080021. © Marc Gold & Associates
22
Types of Initial Employer Contact
• Informal Contact
 Occurs when you ask for an appointment in an
informal context, not associated with the
employer’s business.
TACE Center: Region IV, a project of the Burton Blatt Institute.
Funded by RSA Grant # H264A080021. © Marc Gold & Associates
Types of Initial Employer Contact
(cont.)
• Drop-in Visit
 Stopping by unannounced
in an employer’s business
for the purpose of getting
an appointment.
 This strategy is
appropriate a) when the
business and your contact
are “publicly available”;
and b) when you are able
to establish your contact’s
availability to talk.
TACE Center: Region IV, a project of the Burton Blatt Institute.
Funded by RSA Grant # H264A080021. © Marc Gold & Associates
23
Types of Initial Employer Contact
(cont. 2)
• Telephone Contact
 Calling the employer to ask for an
appointment.
 This strategy is used when informal contacts
and drop-in visits are not feasible. You should
always use a referral when making a
telephone contact.
TACE Center: Region IV, a project of the Burton Blatt Institute.
Funded by RSA Grant # H264A080021. © Marc Gold & Associates
24
Types of Initial Employer Contact
(cont. 3)
• Letter of Self-referral
 Used when you are not able to secure a referral
when making telephone contact to get
appointments
TACE Center: Region IV, a project of the Burton Blatt Institute.
Funded by RSA Grant # H264A080021. © Marc Gold & Associates
25
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E-Mail Contact
• Use this strategy: a) only when given your
•
contact’s email personally, and) when you
have tried to use the telephone and have
gotten stuck in voice mail.
Be sure to send a letter of self-referral prior to
making an email contact.
TACE Center: Region IV, a project of the Burton Blatt Institute.
Funded by RSA Grant # H264A080021. © Marc Gold & Associates
27
Getting the Appointment
• Develop the scripts, letters, brochures, and
other presentational media which represent
the philosophy and services of the agency
and which serve as a means of introducing
the job developer to the employer.
TACE Center: Region IV, a project of the Burton Blatt Institute.
Funded by RSA Grant # H264A080021. © Marc Gold & Associates
28
Sample Letter of Self-Referral
Dear Ms. Jones:
My name is Michael Callahan. I am with Marc Gold &
Associates, an agency in our community that works with people
with disabilities and employers. We are starting an exciting new
program that I feel would benefit your business. I will be calling
you in a couple of days to see if you would have about 25
minutes to listen to a presentation on this initiative. Please
realize that I will not be soliciting any funds and it is not
necessary that you may be hiring. Thanks for your
consideration.
Sincerely, Michael Callahan
TACE Center: Region IV, a project of the Burton Blatt Institute.
Funded by RSA Grant # H264A080021. © Marc Gold & Associates
29
Sample Script for a Call
“Hello, my name is Michael Callahan with Marc
Gold & Associates. I sent you a letter earlier
this week and am following up to see if you
might be willing to meet with me for about 25
minutes one day later this week. I have
Thursday morning and early Friday afternoon
available.”
TACE Center: Region IV, a project of the Burton Blatt Institute.
Funded by RSA Grant # H264A080021. © Marc Gold & Associates
30
Getting the Appointment
• Develop and use effective telephoning and
•
•
person-to person techniques to get
appointments with employers.
Handle the common questions, objections
and stalls which will be encountered when
attempting to secure appointments.
Implement a strategy for determining the
number and type of employer contacts to
make each week from the "Call List".
TACE Center: Region IV, a project of the Burton Blatt Institute.
Funded by RSA Grant # H264A080021. © Marc Gold & Associates
31
Making Your Pitch: Initial Meeting
• Thoroughly plan for the
•
•
initial meeting, focusing
on fulfilling all the critical
components.
Develop a proposed
outline and "flow" for the
meeting.
Get ready, practice for,
and conduct the initial
meeting.
TACE Center: Region IV, a project of the Burton Blatt Institute.
Funded by RSA Grant # H264A080021. © Marc Gold & Associates
Making Your Pitch: Initial Meeting
(cont.)
• During the meeting, determine the interest of
•
the employer by recognizing and dealing with
negotiation stance used.
Negotiate a follow-up meeting and establish a
process for handling the follow-up meetings
and negotiations.
TACE Center: Region IV, a project of the Burton Blatt Institute.
Funded by RSA Grant # H264A080021. © Marc Gold & Associates
32
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The Role of the Portfolio
• A presentation portfolio is a sales tool that
can address the first four components of the
initial meeting – introductions, explaining CE,
explaining employer services and supports,
and use a visual resume to introduce the job
seeker.
TACE Center: Region IV, a project of the Burton Blatt Institute.
Funded by RSA Grant # H264A080021. © Marc Gold & Associates
34
Outline for an Initial Presentation
1. Introductions
 Introduce yourself -- business card, referrals
 Introduce your agency – first page, fact sheets
that are left behind
2. Why you are here
 “We match applicant skills with employer
needs” through customized employment
TACE Center: Region IV, a project of the Burton Blatt Institute.
Funded by RSA Grant # H264A080021. © Marc Gold & Associates
Outline for an Initial Presentation
(cont.)
3. How we do what we do
 Use portfolio to explain the negotiation and
support strategies to be used
4. Introduce applicant represented
 Use portfolio to explain the tasks/contributions of
the applicant
5.Wrap up with employer questions
- “Close”
to the tour/needs analysis
TACE Center: Region IV, a project of the Burton Blatt Institute.
Funded by RSA Grant # H264A080021. © Marc Gold & Associates
35
Cutting the Deal: Follow-up
Negotiations
• Learn about and assess the
•
•
company through a tour and
Needs Analysis.
Offer in-depth information about
the training, facilitation and
support procedures which are
to be offered to the employer.
Match and negotiate the job
seeker’s conditions for success.
TACE Center: Region IV, a project of the Burton Blatt Institute.
Funded by RSA Grant # H264A080021. © Marc Gold & Associates
36
Cutting the Deal: Follow-up
Negotiations (cont.)
• Handle the negotiation stance taken by the
•
•
employer.
Gain approval for employment and set a date
for the job analysis and hiring.
Finalize an understanding with the employer
by agreeing to a customized job description
and a set of shared responsibilities between
the agency and the employer.
TACE Center: Region IV, a project of the Burton Blatt Institute.
Funded by RSA Grant # H264A080021. © Marc Gold & Associates
37
38
Employer Responses
• Questions: legitimate requests for
•
•
clarification, uncertainty, confusion.
Objections: statements that refute a point
made by the job developer or that challenge
an underlying assumption.
Stalls: requests by the employer designed to
avoid saying “yes” or “no”.
TACE Center: Region IV, a project of the Burton Blatt Institute.
Funded by RSA Grant # H264A080021. © Marc Gold & Associates
39
Negotiation Stances
• “Oh Boy” stance
• “Show Me” stance
• “Oh No” stance
TACE Center: Region IV, a project of the Burton Blatt Institute.
Funded by RSA Grant # H264A080021. © Marc Gold & Associates
40
 This Stance Ends Like This 
• “Oh Boy” stance: ()This is the
successful result (though occasionally the
starting point) of any negotiation. In this
stance both parties clearly stand to gain
from the deal.
TACE Center: Region IV, a project of the Burton Blatt Institute.
Funded by RSA Grant # H264A080021. © Marc Gold & Associates
41
? This Stance Starts Like This ?
• “Show Me” stance: This is the typical
position of both parties at the outset of
negotiation. In this stance one party has
much to gain and the other party is uncertain.
“Show Me” stances are often represented by
questions, objections and stalls, and must be
converted to “” in order to be successful.
TACE Center: Region IV, a project of the Burton Blatt Institute.
Funded by RSA Grant # H264A080021. © Marc Gold & Associates
42
This Stance Usually Ends Up
Like This 
• “Oh No” stance: () This negotiation
stance occurs when one party has something
to gain and the other feels clearly that it does
not. Since threats are the most successful
way to convert “Oh No” stances to “Oh Boy”,
it is recommended that job developers bow
out of negotiations and contact others.
TACE Center: Region IV, a project of the Burton Blatt Institute.
Funded by RSA Grant # H264A080021. © Marc Gold & Associates
Negotiating a Customized Job
Description
• One of the last
features of
negotiation is to
agree on a
customized job
description with an
employer. This is
based on the Needs
Analysis.
TACE Center: Region IV, a project of the Burton Blatt Institute.
Funded by RSA Grant # H264A080021. © Marc Gold & Associates
43
44
Closing the Deal
• Negotiating customized job descriptions is
•
somewhat different that typical sales.
Traditional sales techniques call for “closing
the deal” at the end of every sales session.
CE requires the development of a
relationship and of an understanding between
developer and employer.
TACE Center: Region IV, a project of the Burton Blatt Institute.
Funded by RSA Grant # H264A080021. © Marc Gold & Associates
45
Closing the Deal (cont.)
• It is recommended that
•
developers not try to close in
the initial, or possibly even
after the second, meeting with
employers.
The “close” is appropriate and
necessary when it is felt that
the employer has enough
information to make a positive
decision about a customized
job.
TACE Center: Region IV, a project of the Burton Blatt Institute.
Funded by RSA Grant # H264A080021. © Marc Gold & Associates
46
Comments & Questions
TACE Center: Region IV, a project of the Burton Blatt Institute.
Funded by RSA Grant # H264A080021. © Marc Gold & Associates
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Contact Information
Michael Callahan
Marc Gold & Associates - Employment for All
4101 Gautier-Vancleave Rd. Ste. 102,
Gautier, MS 39553
(228) 497-6999
Email: [email protected]
TACE Center: Region IV, a project of the Burton Blatt Institute.
Funded by RSA Grant # H264A080021. © Marc Gold & Associates
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THANK YOU!
TACE Center: Region IV, a project of the Burton Blatt Institute.
Funded by RSA Grant # H264A080021. © Marc Gold & Associates
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Upcoming Webinars:
Job Development Exchange
1. Employer Networks: An Overview of
Various Types of Employer Networks
(December 8)
2. Employer Networks (December 16)
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Funded by RSA Grant # H264A080021. © Marc Gold & Associates
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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
• Developing Sales Tools for Customizing Employment:
The Portfolio and Visual resume
• Preparing for Negotiations with Employers
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Funded by RSA Grant # H264A080021. © Marc Gold & Associates
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Education Credits
CRCC Credit - (2.0)
Approved by Commission on Rehabilitation Counselor
Certification (CRCC)
• By Thursday November 17, 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
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Funded by RSA Grant # H264A080021. © Marc Gold & Associates
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Southeast TACE (Region IV)
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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Funded by
Funded
RSA Grant
by RSA
# H264A080021.
Grant # H264A080021.
© Marc Gold
© 2011
& Associates
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Disclaimer
This presentation was developed by the TACE
Center: Region IV ©2010 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)].
TACE Center: Region IV, a project of the Burton Blatt Institute.
Funded by RSA Grant # H264A080021. © Marc Gold & Associates
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Funded by RSA Grant # H264A080021. © Marc Gold & Associates