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Building Bridges

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Building Bridges

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    1. Building Bridges Focusing on: the business, the service provider, the family and the individual Andy Traub, SPHR- Director, Recruitment Derrick Nelson, SPHR- Director, Diversity

    2. Objectives Re-defining the business relationship and “the system” Practical steps for engaging disability community Identification of barriers to employment What has to change to further employment opportunities?

    3. AMC/ Autism Society Relationship

    4. Business Case for Hiring Individuals with a Disability According to MarketResearch.com, 54 million Americans with disabilities represent the third largest market segment in the United States, right behind Baby Boomers and the mature market. One in five Americans has a disability; 26 million Americans with disabilities are of working age. Only 18% are born with a disability, the rest of us acquire it through age, illness, accident or war. People with disabilities are just as productive as their non disabled peers. Their absenteeism rates are lower than, or equal to others. People with disabilities are creative, talented and innovative. Employers who hire people with disabilities have seen a positive impact on morale, retention and corporate culture. Surveys of employers who used the Job Accommodation Network show that 50% of all accommodations, if needed at all, cost less than $50 and 88% cost less than $1,000. According to a National Survey of Consumer Attitudes, 92% of Americans view companies that hire people with disabilities more favorably than those that do not, 87% would prefer to give their business to companies that hire people with disabilities and 65% would be willing to switch to a brand associated with a good cause if price and quality were relatively equal. People with disabilities and their network as reported by the U.S. Census, represent $1 trillion dollars, including $220 billion in discretionary income, and have the most buying power of any traditionally underrepresented group.

    5. Facts about Autism and Employment Fastest growing disability Current diagnostic rate of 1 in 110 (actforautism.org) Adults with Disabilities: 16% - 80% unemployed (NPR, Chicago Public Radio) Adults with Autism: 90% unemployed (COSAC, New Jersey) Asperger Syndrome: 98% unemployed National Autistics Society, UK)

    7. Quality Partners Marguerite Colston- Vice President, Constituent Relations with Autism Society Jennifer Repella- Director of Programs with Autism Society David Mank, Ph.D. - Director of the Indiana Institute on Disability and Community at Indiana University Valerie Paradiz, Ph.D. Brenda Smith-Myles, Ph.D. - Autism Society and Ziggurat Group Lee Stickle, M.S.Ed. - Director of the Kansas Instructional Support Network Blue Valley School District

    8. AMC Stakeholders Executive Sponsors Gerry Lopez- President/CEO Keith Wiedenkeller- SVP/ CPO Taskforce Andy Traub- Director, Recruitment Derrick Nelson- Director, Diversity Wes Kubik- Manager, Recruitment

    9. AMC Objectives Create a level playing field Identify and eliminate barriers to employment Provide access to paid employment Competitive Go beyond compliance to doing the right thing MUST be able to replicate If you’ve employed one person with Autism you’ve employed one person with Autism Universal design able to reach other disabilities within the program

    10. Survey of theatres Managers’ experiences Identified areas of success Danville- FMM Town Center 20 Identified areas of opportunity Pain points Job coach The “unknown” Internal barriers Standardized practices Resources

    11. Building Bridges Both sides must understand each other’s point of view What is important? Who are the decision makers? Business needs Value proposition What are the “barriers”? What needs to be done to overcome the barriers?

    12. Only way program can be sustained Stand the test of time “GuestFirst” principles APSH (Attendance Per Staff Hour) alignment Unable to job carve Alignment with business needs

    13. Expectations of associate Guest facing” Multiple job responsibilities Held to same standards of performance Skills and abilities must be demonstrated Praise effort, reward results

    14. Educational Processes Identify a school district that has an outstanding transition program in the Kansas City Metro area. Ask the district to partner with us and help by identifying 3 possible applicants. Provide the names to AMC Meet as a team (the Autism Society, District, and Parents) to complete assessment tools to help the educational team determine the potential accommodations/ modifications necessary for employment.

    15. Educational Processes Local consultant completes the training that the new hire will complete. Provide applicant with a “preview” social narrative of what to expect in the interview process. Modify Materials/ provide a glossary of terms Hire a job coach Availability (pm) Present with Rules of Engagement document Job coach and new hire to complete the AMC training.

    16. Task Analysis Each job has specific tasks associated with it, each task requires specific skills. In order to teach those skills we first have to recognize them and then analyze the tasks. Teaching those tasks within the context that they will be used is essential when working with individuals with ASD.

    17. Educational Take Aways Never underestimate the desire of persons with ASD to work in competitive employment. Independence is goal The #1 indicator of being employed after school is to be employed during school. Supporting person with disabilities IS NOT something that can be done between 8 a.m.- 3 p.m., we need to provide support when the individual is likely to be employed, for high school students that means after school.

    18. Application process Applicant tracking system Application Assessment Custom assessments for AMC Position specific

    19. Interview Process General Manager is direct contact Behavioral based interview Experiential interview with concrete questions

    20. Job Offer Best candidate awarded position Experience Skills Interview Trainability

    21. Role of Job Coach #1 concern of field management Hit or miss compatibility Rules of Engagement for job coaches within AMC environment

    22. Theatre Training Modified training schedule 60 days vs. 30 days Job coach participation 1st week’s scheduled to accommodate school schedule Off peak hours Expectation to progress to higher volume periods as with ALL associates to reach full potential

    23. Communication General Manager, associate, job coach Informal communication points (“Go”/ “No go”) 14 days 30 days Job coach begins fading 45 days 60 days Associate independent with natural supports

    24. “Definition” of Success Not defined by conventional business metrics Bottom line ROI Analytics Defined by making a difference Take the time to do it right Individual impact

    25. Who can build the bridges? Companies Professionals Job Coaches Chapters Teachers Service Providers Parents INDIVIDUALS It takes knowledge, heart and passion to bridge the gap.

    26. Q&A 26

    27. For more information Recruitment @amctheatres.com

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