U Can Employ Employer Guide

EMPLOYMENT SERVICES

WelcometotheElsforAutismFamily!

AttheElsforAutismFoundation,westrivetoprovideservicesfor individualswithautismspectrumdisorderandotherdevelopmental disabilitiesacrossthelifespan.Withservicesbeinglimitedforour population as they reach their adult life, we are determined to provide the support and opportunities that our clients need and deserve;givingthemtheopportunitytofulfilltheirpotentialtolead positive, productive, and rewarding lives. This cannot be done withouttheinvolvementofourcommunity,sowethankyoufor yourcommitment!

Youhavesignedupforachancetomakeadifferenceinlives,a partnership,andafamily.Iwanttoensureyouthatourworkdoes notstophere.Welookforwardtothisopportunitytoworktogether tofindsuccessforindividualswithautism.

Table of Contents

Liezl Els Founder, Els for Autism Foundation

Els for Autism Supported Employment Services

The Els for Autism Foundation is excited to welcome your organization as a new employer partner. Individuals with autism spectrum disorders (also referred to as ASD or autism) and other intellectual and developmental disabilities represent an underutilized employment talent pool that has been proven to result in positive impacts on businesses, customers, and the community. Hiring individuals with autism and other developmental disabilities enhances corporate diversity initiatives and provides solutions to core business operations. Els for Autism employer partners often report that employees hired through the Supported Employment Program demonstrate the qualities companies look for in great staff loyalty, outstanding attendance and punctuality, job tenure, and adherence to policies and procedures.

This guide is intended to provide new employer partners helpful insights and best practices for mutual employer/employee success. It is meant to supplement, but not replace, information and support provided by the Els for Autism appointed Job Coach. The Foundation’s goal is to connect trained, qualified, and engaged job candidates with local employers, and to offer support to employees as they become independent in their new jobs.

Employer Spotlight

“HE IS SUPER FOCUSED, SUPER ON POINT, AND HE ALWAYS DOES A GREAT JOB. HE DOES EVERY K-CUP PERFECTLY.” – AMY DUELL, GENERAL MANAGER, OCEANA COFFEE ROASTERS

Oceana Coffee, Palm Beach County’s first specialty coffee roasting business based in Tequesta, Florida, has been in business since 2009, with two café locations in the Tequesta area and a growing wholesale business. Oceana initially employed an intern through The Learning Academy at The Els Center of Excellence. The intern experience was so rewarding that when the opportunity arose to hire a graduate of the Work Experience Program, Oceana Coffee was quick to jump onboard.

The hiring process started with defining the position and its requirements. They worked with the Foundation to interview several candidates until they found the person who could work well within the defined requirements of the position. The person they hired is Bryan Jaimes Bryan has been working at the roasting house since January 2019 and has been a valuable addition to their team. He started out with an eight hour per week schedule, and within two months was given an additional four hours because of his proven ability. Bryan is now working three days a week creating Oceana Coffee’s K-Cups and packaging them into boxes.

Bryan has a job coach, Paula Facey-Matthews, from the Foundation, who visits Bryan at Oceana Coffee to ensure that he is staying on task and doing his job efficiently. Her involvement has lessened greatly over time; now visiting him only once a week, with the aim of fading her support to periodic check-ins. “He has become very independent,” Paula said.

When asked about the initial hiring and onboarding process, Amy stated, “The people helping [from the Foundation] are there every step of the way, any time of the day.” This support level is what has made this process of hiring an individual on the spectrum so straightforward.

Since being hired, Bryan has grown with the company and has helped his co-workers grow as well. “I think every employee has learned patience from Bryan,” Amy says. She has also recognized Bryan’s deeper capabilities. “It opens up your eyes to see what’s possible,” Amy said. “Bryan is a huge part of our team now,” she said. Amy’s advice to other companies on the fence about hiring an adult on the spectrum: “Don’t be scared to try it out; meet the individuals that are out there. It’s an amazing opportunity to help someone and to grow your team and your business.”

Culture & Planning

Enhancing your company’s inclusive hiring practices is a strategic business decision that requires a top-down shift in the workplace culture. Like any successful business initiative, it starts at the top.

• Senior leadership must be ambassadors for culture change; fully engaged in the support of a collective effort between management, employees, and customers.

• Take an honest look at the company’s current culture as it relates to diversity and inclusion. How are employee differences celebrated? How do current hiring practicesaccountfordiversity?Howwillyourteambenefitfromamoreinclusive workforce?Understanding the company’s baseline will help in establishing clearly defined objectives and formulating a strategic action plan.

• Adopt a consistent approach to objectives and a flexible approach to processes. In other words, encourage managers to keep an open mind when reviewing processes that may be working against the company’s objectives, instead of in support of them.

Management & Team Training

A new program needs a CHAMPION

Start in a department where the leader shares the vision. Success should stem from passion, not coercion. Once departments with initial reservations see the positive impact, they will naturally lean-in.

Dawan Bradham

Extraordinary

Els for Autism Foundation provides on-site training for managers and staff to support existing diversity initiatives and enhance workplace culture.

• Education is key to breaking down preconceived stigmas and fears about working with a new colleague that has a disability, such as autism.

• The training offered by Els for Autism staff will be tailored to address the specific behavioral traits, unique skills, and potential challenges associated with the new team member joining your organization.

• Training is a critical component to assuring management and team buy-in.

• Training helps managers and colleagues understand the unique benefits that individuals on the autism spectrum can bring to the workplace.

• Training sets expectations and best practices on the frontend, helping to avoid future potential issues.

• Managers and colleagues are taught specific social engagement techniques to aid in their interaction with individuals with autism in the workplace.

• Els for Autism staff will work with employers to identify natural supports and accommodations to ensure success.

In addition to offering on-site employer training, webinar resources are available on The Foundation website (www.elsforautism.org/autism-resources/free-webinars)

Supporting Emotional Regulation in the Workplace Sensitivity Training for Employers

What is Autism Spectrum Disorder?

Recruiting Qualified Candidates with Autism Spectrum Disorder

Hiring and Onboarding Process

Keys to Successful Support & Providing Accommodations

Christine Raymond, Esq., General Counsel

Affecting Your Bottom Line – The Impact of Hiring Individuals with ASD

“WorkingwithDawanhas beenanabsolutejoy!His energyandenthusiasmadd somuchtoourteamsand toourbuilding.We've learnedsomuchfromhim andfromtheElsteamand weconsiderhim to be an essentialpartofour ExtraordinaryCharities family.

Charities WestPalmBeach,FL

Successful Onboarding

Comprehensive and well-planned onboarding is a key factor to ensuring a successful transition for the newly hired team member.

• Individuals with autism are typically visual learners. Any information provided during onboarding and orientation should be given in writing and can be reviewed with support of a Job Coach to ensure comprehension.

• Provide important information before the scheduled start date to help the new team member prepare for their first day on the job (e.g., arrival time, orientation details, work schedule, uniform or dress code expectations).

• Help the new team member feel welcomed with introductions to management and key personnel.

• Provide a tour of the worksite facilities, including location of timeclocks, staff restrooms, breakrooms, lockers, and other employee areas.

• Review important safety procedures and expectations.

• Introduce the company’s culture, mission, philosophy, and any company-specific terminology.

• Invite the new team member to join colleagues for lunch or breaks to help them feel welcomed.

• Be patient. Being the new person at a worksite comes with expected challenges. Review locations of employee areas, performance expectations, workplace culture standards, and policies as needed.

• Provide accommodations, as needed, to set the stage for success.

Initial Job Training

Scheduled, well-planned, and thorough job training are keys to successfully onboarding all employees and ensuring a swift transition from new hire to engaged, productive team member.

• Consider differing interpersonal communication and learning styles. Job Coaches can support employers in determining appropriate learning approaches and providing helpful visual aids, diagrams, and check lists.

• Job training should be detailed, specific, and clearly defined.

• Create a standard work pattern to help the new employee understand job duty priorities and routine task orientation.

• Explain the resources and tools available and how to ask for assistance when needed.

• Ensure the new team member has access to an onsite supervisor to answer questions and to provide performance feedback and instruction.

• Provide detailed performance and code of conduct expectations.

• Ask the new team member how you can be most supportive to their successful initial job training.

• Remain consistent with training schedules and practices.

• Be patient and retrain as needed.

“EmployershavefoundthathiringthosewithAutismSpectrumisgoodfortheir bottomlineastheseemployeesareabsentless,arelikelytostayonthejob longer,andarehighlymotivatedandmeticulous;moresothantheir counterparts.”

AdultServicesDirector, Els for Autism Foundation

Establishing Performance Expectations

Employers commonly ask about establishing performance expectations and accountability standards for employees with autism. While it is important to consider reasonable workplace accommodations that may be requested, such as adjusting a work schedule or restructuring a job description, the overall performance expectations should be the same for an individual with autism as job-related expectations for all other employees. The following best practices pertain to managing all employees, not just those on the autism spectrum.

• Performance expectations should be discussed in the interview before a job offer is made to ensure both the employer and job candidate understand and agree to the work schedule, assigned job duties, and performance expectations.

• Employees with autism have valuable knowledge, skills, and abilities. They should be held to the same standards as all other employees, including job performance, company policies, and codes of conduct.

• Detailed, well-defined performance expectations should be clearly communicated to the employee verbally and in writing. It is important to check for comprehension, rather than assume the message is understood.

• To enhance effectiveness of communication, use direct, clear language, clarify metaphors and avoid figurative speech (e.g., idioms, slang, unfamiliar industry jargon, sarcasm).

• Encourage open lines of communication, allowing the employee to follow-up or ask questions verbally or in writing.

• Do not assume that the employee intuitively knows how well they are performing. Schedule regular, brief check -ins to provide constructive performance feedback. Focus on the facts, and communicate in a direct, clear manner.

Work Opportunity Tax Credit

The Work Opportunity Tax Credit (WOTC) is the primary federal tax credit that benefits employers that hire workers with disabilities.

• Companies that hire employees that have received Social Security Income (SSI) within 60-days prior to being hired or, who are referred to the company by a vocational rehabilitation (VR) agency, may be eligible for WOTC.

• The WOTC is administered by the U.S. Department of Labor’s Employment and Training Administration (ETA), and provides support to employers by reimbursing a percentage of worker’s wages for up to two years. The maximum amount of the reimbursement varies based on the background of the individual hired.

• For more information, visit www.doleta.gov/business/incentives/opptax.

“Sheisveryconcentrated onwhatsheisdoingand veryproductive.Brenna takesresponsibilityofher areaandgetsherjob doneproperly.”

Director of Housekeeping

Collaborative Approach to Success

Els for Autism Job Coaches help employers navigate unfamiliar territory of onboarding, orientation, training, and managing employees with autism. During the initial phases of onboarding and training, the Job Coach may need to provide on-site support for an entire shift. As the employee becomes independent, the Job Coach will discuss a plan with the employee’s manager to gradually reduce their time spent at the worksite.

THE ROLE OF THE JOB COACH

• Job Coaches are employed and assigned by Els for Autism. Managers, trainers, and co-workers should speak directly to the employee when communicating. Job Coaches are available to facilitate communication but not as a substitute for communicating directly with the employee. Job Coaches are a resource to support the employer and are not employees of the host organization. Job Coaches are not there to perform the work for the employee or to answer for the employee.

• In addition to providing job aids and other useful resources, Job Coaches are available to assist employers with onsite training and performance support.

• A walkthrough of the worksite with the Job Coach provides valuable insights that will facilitate a more successful onboarding experience and positive work environment.

• Initially, Job Coaches may begin by visiting the worksite more frequently to ensure the employee is adjusting to the job, staying on task, and meeting performance expectations. As the employee acclimates to the work environment, key personnel, and assigned job duties, Job Coaches will lessen the frequency of their visits. Typically, Job Coaches are able to gradually reduce the frequency of visits to once per week or less, as the employee acclimates to the work environment.

• The goal is for employees to become fully independent and no longer need support from a Job Coach.

PERFORMANCE MANAGEMENT PARTERNSHIP

• Employers are encouraged to maintain regular communication with the Job Coach regarding performance feedback and other job-related updates.

• Adjusting to changes in the workplace, such as a newly assigned manager, schedule adjustment or new job duties may prove more challenging for a person with autism. Inform the Job Coach of any upcoming expected changes that will impact the employee’s normal work schedule or routine. The Job Coach can assist the employer in preparing the employee for the change and may suggest increasing the frequency of their site visits during the transitional period.

• Maintaining open lines of communication is an essential component of successful performance management. If the manager experiences concerns regarding the employee’s integration to the organization or job performance, they should promptly schedule a meeting with the employee and Job Coach.

• Discuss the supports and job aids in place and any re-training or accommodations that may be beneficial. A slight schedule modification, clarification of performance expectations or additional accommodations are simple solutions that may positively impact the employee’s performance. Establish a timeframe for implementation of any necessary accommodations and review of the employee’s job performance.

• Employers experiencing concerns relating to job performance or workplace integration are encouraged to use the supports available through the Foundation. Job Coaches and the Adult Services team will work with each employer to determine appropriate solutions tailored to individual work settings and employees.

• If it is ultimately determined that the position or employment relationship is not a good fit, the employer should provide objective feedback that will assist with the employee’s future job placement.

• In managing all employees, it is important to adhere to your company’s established policies and procedures. Consult your human resources professional and/or ADA resource provider for work-related concerns pertaining to the employment of individuals with disabilities.

Communication About & With Persons with Autism

Employers are encouraged to educate their teams on the importance of “People First Language” when communicating with and about an individual with a disability. People First Language emphasizes the person first, not the disability. For example, when referring to an individual with autism, refer to the person by using phrases such as, “a person who has…” or “a person with…” Even if a person with autism says, “I’m Autistic,” it is still best practice to continue using People First Language.

PEOPLE FIRST LANGUAGE LANGUAGE TO AVOID

Person with autism

Person with a disability

Person with an intellectual or developmental disability

Person who is successful or productive

The

Autisticperson

Disabledperson,handicapped

Slow,retarded,afflictedorspecialperson

Personwhohasovercomehis/herdisability

Emotional Regulation at Work

It is common for people to experience a variety of emotions throughout the day. Over time, we learn to monitor, evaluate, and modify our emotions to function effectively and appropriately within our environment. These skills are particularly important at work, where a person may face challenging, new, and potentially stressful situations. For individuals with autism, these daily emotional regulatory functions are often more challenging due to difficulties with communication or problem solving. A person with autism may display unconventional behaviors to maintain emotional regulation.

• Unconventional Verbal Behavior: Echolalia is the repetition of speech produced by others. Perseverative speech, or scripting, is repetition of speech that is produced cyclically. You may also see vocalizations, such as humming or laughing.

• Repetitive Motor Movements: You may see self-stimulatory behavior, sometimes referred to as “stimming,” such as hand flapping, rocking, skipping or spinning. These behaviors can be compared to more socially accepted behaviors, such as foot tapping and hair twirling.

ACCOMMODATIONS TO ENHANCE REGULATION

If an employee is showing signs of dysregulation in a given environment, his or her Job Coach will observe to see if accommodations are needed, especially if behaviors are impacting the employee’s ability to perform assigned work tasks safely. A visual support, such as the sample shown to the right, can be introduced to identify when and where it is appropriate to perform the self-stimulatory behavior.

“Josephassimilated veryquicklywiththe team.Hiswork productivityandquality improvedaily.More importantly,the processhashighlighted thevalueofinclusive hiringpractices.Ihighly recommendthe SupportedEmployment Program.”

RJ Zinner,

Joseph Barncord

Club at Ibis WestPalmBeach,FL

Addressing Potential Social Issues at Work

THE SPECTRUM

Individuals with autism demonstrate varying unique talents, traits, and challenges. Not all individuals with autism display the behaviors described in this guide as each person is unique.

Most work environments involve regular social interaction with colleagues, managers, and customers. Common interactions, such as lunch breaks, team meetings, customer interface, even hallway small-talk, may prove more difficult for an employee with autism. Additionally, workplace culture often dictates an unwritten social code that may be more complex for a person on the autism spectrum to decipher. It is important for employers to understand these potential challenges so that they can offer appropriate support and help build opportunities for workplace social interactions that are comfortable for the employee with autism and their colleagues.

Common social traits of individuals with autism that may cause challenges in the workplace:

• Difficulty making or maintaining eye contact or understanding personal space

• Inability to interpret sarcasm, idioms or jokes

• Making inappropriate comments

• Talking too much, providing excessive detail, or using inappropriate voice volume

• Recognizing and interpreting facial expressions and body language

• Responding to social cues

• Difficulty understanding another person’s perspective

• Offering extreme honesty or operating in a strictly fact-based reality

BEST PRACTICES FOR WORKPLACE SOCIAL INTERACTIONS

• Provide training to educate managers and teammates on common social interaction challenges associated with autism. *TailoredtrainingismadeavailableatnocosttoElsforAutismemployerpartners.

• Understand that employees with autism may desire interaction in the workplace but avoid social situations due to social skills challenges.

• An employee with autism may choose not to participate in social workplace gatherings, such as team lunches or birthday celebrations. Understand that declining an invitation to participate is not meant to be offensive and continue to make strides to help the employee with autism feel comfortable with their teammates at their own pace.

• Unwritten workplace culture norms can be challenging for employees with autism. Take time to provide an explanation of your workplace social customs.

• Provide suggested phrasing for managers and colleagues to aid in their communication with an employee with autism. For example, an employee with autism may interpret the question “Would you mind…” as a yes/no question instead of as a request. Suggest that managers choose clear, direct phrasing when providing job instructions and performance expectations.

• Work with the new team member to create a list of suggested topics to avoid discussing in the workplace that may make their colleagues uncomfortable. For example, an employee with autism may need clear guidance that they should not point out or discuss a co-worker’s appearance or features that may be sensitive or cause hurt feelings.

• Provide clear instruction on the appropriate chain of command for asking questions or making requests. The “who” is often as important as the “what.” Detail should include how the individual is to be addressed. For example, the owner of the company may be referred to as “Mrs.” or “Mr.” instead of by first name.

• Help the employee with autism to reframe comments that may be offensive to a colleague. For example, instead of telling a colleague that their idea is “stupid,” suggest they try responding with “have you considered trying…”

Job Accommodations & Support

Employees with autism or other developmental disabilities may require certain reasonable accommodations or supports to assist in their successful completion of job requirements. Involve your company’s human resources professional or Americans with Disabilities Act (ADA) resource provider to ensure legal compliance for providing requested workplace accommodations.

Examples of reasonable accommodations may include:

• Visual job aids

• Computer screen magnifiers

• Written and/or verbal task instructions

• Mentors or job coaches

• Modified work schedule

• Accommodations for adverse sensory experiences (e.g., noise cancelling headphones)

Reasonable accommodations in the workplace do not have to be overwhelming for the employer. As shown in this short list of examples, many accommodations are inexpensive and easy to implement.

When it comes to considering workplace accommodations, it is important to be open-minded, creative, and flexible. The best approach is to maintain an open dialogue with the new team member, to involve your company’s Human Resources Department (or ADA resource provider), and to make use of the resources and support available to Els for Autism Employer Partners.

JOB SUPPORTS AND VISUAL AID SAMPLES

The Job Coach will assist the employer to determine optimal training approaches based on the employee’s learning style. He or she can also provide any appropriate job supports to assist with training objectives and ongoing performance management. Job supports are customized to be specific to the organization and the employee’s role. Examples of common job supports include visual task analyses, visual schedules, social narratives, and visual cue cards.

Other Autism Resources

Autism Speaks

http://www.autismspeaks.org/ Autism speaks is dedicated to promoting solutions, across the spectrum and throughout the life span, for the needs of individuals with autism and their families through advocacy and support; increasing understanding and acceptance of people with autism spectrum disorder; and advancing research into causes and better interventions for autism spectrum disorder and related conditions.

Florida Atlantic University Center for Autism and Related Disabilities (CARD)

http://www.autism.fau.edu/ FAU Center for Autism and Related Disabilities (CARD) provides expert consulting, training and support, at no charge, for people with autism and related disabilities, their families, employers, the professionals and community and governmental agencies serving them.

Accessible Boynton Beach

https://www.boynton-beach.org/accessible-boynton-beach/ Boynton Beach was the first municipality in Palm Beach County to be named an “Autism Friendly City.” The City’s Inclusion Support Team is comprised of 18 local agencies, serving or advocating on behalf of individuals with disabilities.

Job Accommodation Network (JAN)

https://askjan.org/

The Job Accommodation Network (JAN) is a leading source for workplace accommodations and disability employment support. JAN provides individuals with disabilities with employability resources, and assists employers in understanding and maximizing the value that individuals with disability can add to their workplace.

Employer Assistance and Resources Network (EARN)

https://www.askearn.org/

The Employer Assistance and Resources Network (EARN) is a service of the National Employer Technical Assistance Center (NETAC). EARN supports employers in recruiting, hiring, retaining, and advancing qualified individuals with disabilities.

US Business Leadership Network (USBLN)

https://disabilityin.org/ US Business Leadership Network is a national non-profit that helps businesses drive performance by leveraging disability and inclusion in the workplace, supply chain, and marketplace.

Partnership on Employment & Accessible Technology (PEAT)

http://www.peatworks.org/ Promotes the employment, retention, and career advancement of people with disabilities through the development, adoption, and promotion of accessible technology.

Office of Disability Employment Policy (ODEP)

http://dol.gov/odep/ ODEP is the only non-regulatory federal agency that promotes policies and coordinates with employers and all levels of government to increase workplace success for people with disabilities.

About Els for Autism Foundation

Els for Autism Foundation was established in 2009 by Ernie and Liezl Els. The Els’ son, Ben, is impacted by the disorder, which affects 1 in 36 children in the U.S.

VISION

We envision a world of limitless possibilities for individuals with autism spectrum disorder (ASD) and their families.

MISSION

The global mission of Els for Autism is to transform the lives of people with autism and those who care for them through lifetime services and collaborative partnerships.

Www.ElsforAutism.org