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Showing posts with label Employment management. Show all posts
Showing posts with label Employment management. Show all posts
Monday, 1 November 2010
by:Katherine McCary
SunTrust Bank, Mid-Atlantic, has announced the formation and launch of an initiative focused on providing employment job opportunities to underutilized and underemployed individuals in Virginia, Maryland and the District of Columbia. SunTrust's Accessing Community Talent (ACT) program is designed to attract and develop superior talent through active recruitment of area disabled and non-traditional job seekers.
"In the currently tight job market, it's critical that employers reach untapped pools of talent in our communities," said Katherine McCary, SunTrust Vice President, Employment and program manager of the ACT initiative. "This program allows us to formalize close working relationships with a number of Mid-Atlantic organizations dedicated to placing non-traditional job seekers in rewarding careers."
McCary said the creation of the ACT program represents a visible continuation of SunTrust's commitment to diversity through community-based employment practices. SunTrust, formerly Crestar Bank, is the lead company of the Virginia Business Leadership Network, a nationwide coalition established by the President's Committee on Employment of People with Disabilities. Additionally, SunTrust actively participates in several other Mid-Atlantic organizations and initiatives dedicated to similar objectives.
SunTrust has gained nationwide attention and recognition for its work with the disabled community. HR Magazine, the flagship publication of the Society for Human Resource Management, recently presented SunTrust with its annual "Innovative Practice Award." Since 1998, SunTrust Bank, Mid-Atlantic, has placed more than 100 disabled employees in positions throughout its market area.
SunTrust Banks, Inc., based in Atlanta, Georgia, is the nation's 9th largest commercial banking organization. The company provides a wide range of services to meet the financial needs of its growing customer base through more than 1,100 branches in Alabama, Florida, Georgia, Maryland, Tennessee, Virginia, and the District of Columbia. Its primary businesses include traditional deposit and credit services as well as trust and investment services. Through various subsidiaries the Company provides credit cards, mortgage banking, insurance, brokerage and investment services.
by Inge, K. & Targett, P.
2. Question : Can disclosure help overcame an employe's comcerns of hiring person with a disability
Answer: Although everyone has some limitations,people with visible disabilities often are viewed as in-capable of working. This unfortunate conclusion un-derscores the importance of changing attitudes to rec-ognize that people with disabilities have a vast pool ofvaluable and important skills. Thus, the question about whether or not and how to disclose a person’s disabili-ty shifts to educating employers, addressing their con-
cerns, and getting them to hire someone who happensto have a disability. This change in thinking minimizes the disability as an issue and focuses on ability.
The word disability is likely to raise concerns for some employers. Under the American’s with Disabili-ties Act (ADA) employers cannot ask about a disabili-ty. But, they may inquire about the need for reasonableaccommodation to perform essential job functions, if a qualified applicant’s disability is disclosed or visible.
This may make the employer feel uneasy raising con-cerns about being sued if the “wrong” thing is said. In such an instance, the employer may spend more timefocusing on his or her anxiety related to these unfound-ed concerns rather than the applicant. One possible way to address this concern is to be up-front about the nature of the disability. However, sim-ply telling an employer the name of a disability suchas traumatic brain injury, cerebral palsy or mental ill-ness may further confuse the employer. Instead of de-
scribing a disability in generic terms, communication should focus on what the job seeker does well, includ-ing strategies for getting around functional limitations,and personal life experiences. This can lead to discus-sions about how a particular job seeker’s strengths andtalents can benefit the employer and open the door tocustomizing job descriptions.
cerns, and getting them to hire someone who happensto have a disability. This change in thinking minimizes the disability as an issue and focuses on ability.
The word disability is likely to raise concerns for some employers. Under the American’s with Disabili-ties Act (ADA) employers cannot ask about a disabili-ty. But, they may inquire about the need for reasonableaccommodation to perform essential job functions, if a qualified applicant’s disability is disclosed or visible.
This may make the employer feel uneasy raising con-cerns about being sued if the “wrong” thing is said. In such an instance, the employer may spend more timefocusing on his or her anxiety related to these unfound-ed concerns rather than the applicant. One possible way to address this concern is to be up-front about the nature of the disability. However, sim-ply telling an employer the name of a disability suchas traumatic brain injury, cerebral palsy or mental ill-ness may further confuse the employer. Instead of de-
scribing a disability in generic terms, communication should focus on what the job seeker does well, includ-ing strategies for getting around functional limitations,and personal life experiences. This can lead to discus-sions about how a particular job seeker’s strengths andtalents can benefit the employer and open the door tocustomizing job descriptions.
by Inge, K. & Targett, P.
A key component of customized employment in-
volves negotiating an individualized employment re-
lationship between a job seeker and an employer in
ways that meet the needs of both. The process involves
identifying tasks that must be completed to effective-
ly conduct business and matching them to the unique
abilities and interests of the job candidate. This will
require employers to consider how existing tasks or
unmet needs in the workplace can be accomplished in
new or different ways than have traditionally occurred.
Some people with disabilities may be able to nego-
tiate an individualized job description without support.
Others may need an employment specialist to assist
them in making the proposal. In either case, employers
will have questions regarding why a person is asking to
customize his or her job. This may require disclosing
the job seeker’s disability.
Disclosing a disability may be a major cause of anx-
iety or concern for people with disabilities as well as
those who assist them when looking for a job. Keep
in mind that customization begins with the unique con-
tributions that the person brings to the company and
not from a charity perspective. Therefore, it is very
important to consider how an individual will disclose
his or her disability as well as when and what will be
disclosed. This customized employment corner will
provide information about some key considerations for
achieving effective disclosure in employment settings.
volves negotiating an individualized employment re-
lationship between a job seeker and an employer in
ways that meet the needs of both. The process involves
identifying tasks that must be completed to effective-
ly conduct business and matching them to the unique
abilities and interests of the job candidate. This will
require employers to consider how existing tasks or
unmet needs in the workplace can be accomplished in
new or different ways than have traditionally occurred.
Some people with disabilities may be able to nego-
tiate an individualized job description without support.
Others may need an employment specialist to assist
them in making the proposal. In either case, employers
will have questions regarding why a person is asking to
customize his or her job. This may require disclosing
the job seeker’s disability.
Disclosing a disability may be a major cause of anx-
iety or concern for people with disabilities as well as
those who assist them when looking for a job. Keep
in mind that customization begins with the unique con-
tributions that the person brings to the company and
not from a charity perspective. Therefore, it is very
important to consider how an individual will disclose
his or her disability as well as when and what will be
disclosed. This customized employment corner will
provide information about some key considerations for
achieving effective disclosure in employment settings.
1. Question: Why should an individual consider
disclosing his or her disability?
Answer: Access to an accommodation in the work-
place is often dependent on a person’s disclosure of dis-
ability related needs. Individuals with visible or hidden
disabilities, who know that they will need work-related
accommodations including an individualized job de-
scription, should plan to disclose. If an accommoda-
tion is needed, the job seeker with his/her employment
specialist must plan how and when to tell potential em-
ployers about the disability and be prepared to discuss
support needs.
Obtaining written authorization/consent to disclose
and a description of what is to be disclosed must be
obtained voluntarily from the individual prior to job ne-
gotiations. An employment specialist can ensure that
communications focus on the person’s abilities and the
proposed solutions that will allow the individual to suc-
cessfully complete the negotiated work tasks. Unless
accompanied by potential solutions, disclosure of a dis-
ability can unintentionally lead to exclusion from cer-
tain types of jobs and/or employment discrimination.
As an example, a person with mental illness may
need release time during the week for medical appoint-
ments that occur on a regular basis. Disclosure of the
disability would be appropriate when asking for a flex-
ible 40-hour work week. If an employee continually
asked for time off from work without disclosing, the
employer may have a much different attitude towards
the individual’s performance than if the accommoda-
tion request had been made. The request might include
how the individual would be able to perform the es-
sential functions of the negotiated job with this accom-modation. The individual would not need to provide
details of the medical diagnosis and treatment that are
not related to the accommodation request.
Jobseekers who have a visible disability may want
to discuss their disabilities with an employer to avoid
misunderstanding or labeling. Or, the person may want
to disclose a disability to eliminate curiosity or unnec-
essary concern from coworkers. Some people may use
disclosure to create an opportunity for educating others
about disability and its impact. Disclosure also pro-
vides an opportunity to learn more about the business’
disability related services and supports.
disclosing his or her disability?
Answer: Access to an accommodation in the work-
place is often dependent on a person’s disclosure of dis-
ability related needs. Individuals with visible or hidden
disabilities, who know that they will need work-related
accommodations including an individualized job de-
scription, should plan to disclose. If an accommoda-
tion is needed, the job seeker with his/her employment
specialist must plan how and when to tell potential em-
ployers about the disability and be prepared to discuss
support needs.
Obtaining written authorization/consent to disclose
and a description of what is to be disclosed must be
obtained voluntarily from the individual prior to job ne-
gotiations. An employment specialist can ensure that
communications focus on the person’s abilities and the
proposed solutions that will allow the individual to suc-
cessfully complete the negotiated work tasks. Unless
accompanied by potential solutions, disclosure of a dis-
ability can unintentionally lead to exclusion from cer-
tain types of jobs and/or employment discrimination.
As an example, a person with mental illness may
need release time during the week for medical appoint-
ments that occur on a regular basis. Disclosure of the
disability would be appropriate when asking for a flex-
ible 40-hour work week. If an employee continually
asked for time off from work without disclosing, the
employer may have a much different attitude towards
the individual’s performance than if the accommoda-
tion request had been made. The request might include
how the individual would be able to perform the es-
sential functions of the negotiated job with this accom-modation. The individual would not need to provide
details of the medical diagnosis and treatment that are
not related to the accommodation request.
Jobseekers who have a visible disability may want
to discuss their disabilities with an employer to avoid
misunderstanding or labeling. Or, the person may want
to disclose a disability to eliminate curiosity or unnec-
essary concern from coworkers. Some people may use
disclosure to create an opportunity for educating others
about disability and its impact. Disclosure also pro-
vides an opportunity to learn more about the business’
disability related services and supports.
Tuesday, 26 October 2010
By: Dan Joy
The old-style pre employment Sales Personality Tests and Sales Aptitude Tests often try to disguise themselves as Sales Assessment Tests, which they are really not.
Conventional personality tests are "blind" to the impact of a job applicant's experience, sales training and knowledge of sales techniques. For example, a fresh college graduate with zero sales experience and a top producing sales superstar with 25 years of sales experience may both score 85% on a Pre Employment Sales Personality Test (or Pre-employment Sales Aptitude Test) if they both share similar personality traits. However, in the real world of selling the sales superstar may outsell the inexperienced salesperson by up to twenty to one. There is a much better way to hire good experienced salespeople, by using a "Real" Sales Assessment Test, as this article explains.
While pre employment Sales Personality Tests or Sales Aptitude Tests may offer some value towards recruiting inexperienced entry level salespeople, there is a much better way of hiring good experienced salespeople, using a sales ability based Sales Assessment Test such as The JOY Tests (TM) of Total Sales Ability (TM) from Dan Joy, Inc.
How Can You Determine Which is the Best Pre Employment Test for Sales?
There is a lot more to success in selling than just personality, aptitude or lack of call reluctance. One can have the right "sales personality" or "sales aptitude" but if they don't possess or learn good sales skills and techniques, they are not very likely to succeed in the sales profession. There are also people who can call incessantly, but cannot close.
Instead of testing for just sales aptitude or sales personality, the best approach is to test for Total Sales Ability (tm). A good sales assessment test can reduce subjectivity and guesswork, and help sales recruitment agencies and corporate sales recruitment people make more objective hiring decisions. The JOY Tests (tm) of Total Sales Ability (tm) from Dan Joy, Inc., are such sales assessment tests. They may be used for pre-employment testing as well as post-hire evaluations for promotion, retention or training purposes.
The conventional pre-employment Sales Personality Tests or Sales Aptitude Tests are often inadequate for hiring top-producing experienced salespeople, and should not be confused with real pre employment Sales Tests or pre-employment Sales Assessments.
Common Sales Recruiting Mistakes:
A sales hiring mistake can cost an employer up to $100,000 or more. Many sales recruitment firms and employers are deluged with sales resumes, but have no way of knowing who can really sell. So, they often tend to hire someone with whom they "feel comfortable", who is "like them", who "looks good", or who has "industry knowledge". None of that necessarily means that the person can actually sell.
Same Sales Assessments for Pre Employment Testing and Post Hire Evaluations:
As an employer, you would ideally want to invest in Sales Assessment Tests which can not only be used as pre-employment tests but also for post-hire evaluations for promotion, retention or training purposes. Furthermore, you should be able to test Business Development professionals at different career levels, e.g., a Salesperson, Sales Manager, Sales Director or VP of Sales & Marketing. If the same Sales Assessments can also be used for testing Manufacturer's Reps, Sales Engineers, Distributors and Franchisees, that would be even better. There is one Sales Assessment Test which does all of the above.
Recommendation:
The JOY Tests (tm) of Total Sales Ability (tm) from Dan Joy, Inc., meet all of the criteria above for good well-rounded Sales Assessment Tests. For a limited time only, prospective employers can get 10 Free Sales Assessment Tests (Pre Employment Screening Tests) to help them hire great sales executives by following the link in the "About the Author" or Bio / Resource box below or by visiting the website of Dan Joy Inc., directly through any major search engine.
Conventional personality tests are "blind" to the impact of a job applicant's experience, sales training and knowledge of sales techniques. For example, a fresh college graduate with zero sales experience and a top producing sales superstar with 25 years of sales experience may both score 85% on a Pre Employment Sales Personality Test (or Pre-employment Sales Aptitude Test) if they both share similar personality traits. However, in the real world of selling the sales superstar may outsell the inexperienced salesperson by up to twenty to one. There is a much better way to hire good experienced salespeople, by using a "Real" Sales Assessment Test, as this article explains.
While pre employment Sales Personality Tests or Sales Aptitude Tests may offer some value towards recruiting inexperienced entry level salespeople, there is a much better way of hiring good experienced salespeople, using a sales ability based Sales Assessment Test such as The JOY Tests (TM) of Total Sales Ability (TM) from Dan Joy, Inc.
How Can You Determine Which is the Best Pre Employment Test for Sales?
There is a lot more to success in selling than just personality, aptitude or lack of call reluctance. One can have the right "sales personality" or "sales aptitude" but if they don't possess or learn good sales skills and techniques, they are not very likely to succeed in the sales profession. There are also people who can call incessantly, but cannot close.
Instead of testing for just sales aptitude or sales personality, the best approach is to test for Total Sales Ability (tm). A good sales assessment test can reduce subjectivity and guesswork, and help sales recruitment agencies and corporate sales recruitment people make more objective hiring decisions. The JOY Tests (tm) of Total Sales Ability (tm) from Dan Joy, Inc., are such sales assessment tests. They may be used for pre-employment testing as well as post-hire evaluations for promotion, retention or training purposes.
The conventional pre-employment Sales Personality Tests or Sales Aptitude Tests are often inadequate for hiring top-producing experienced salespeople, and should not be confused with real pre employment Sales Tests or pre-employment Sales Assessments.
Common Sales Recruiting Mistakes:
A sales hiring mistake can cost an employer up to $100,000 or more. Many sales recruitment firms and employers are deluged with sales resumes, but have no way of knowing who can really sell. So, they often tend to hire someone with whom they "feel comfortable", who is "like them", who "looks good", or who has "industry knowledge". None of that necessarily means that the person can actually sell.
Same Sales Assessments for Pre Employment Testing and Post Hire Evaluations:
As an employer, you would ideally want to invest in Sales Assessment Tests which can not only be used as pre-employment tests but also for post-hire evaluations for promotion, retention or training purposes. Furthermore, you should be able to test Business Development professionals at different career levels, e.g., a Salesperson, Sales Manager, Sales Director or VP of Sales & Marketing. If the same Sales Assessments can also be used for testing Manufacturer's Reps, Sales Engineers, Distributors and Franchisees, that would be even better. There is one Sales Assessment Test which does all of the above.
Recommendation:
The JOY Tests (tm) of Total Sales Ability (tm) from Dan Joy, Inc., meet all of the criteria above for good well-rounded Sales Assessment Tests. For a limited time only, prospective employers can get 10 Free Sales Assessment Tests (Pre Employment Screening Tests) to help them hire great sales executives by following the link in the "About the Author" or Bio / Resource box below or by visiting the website of Dan Joy Inc., directly through any major search engine.
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