directconnect a guide to a direct care career

DirectConnect: A Guide to A Direct Care Career Jennifer Rabalais, - PowerPoint PPT Presentation

DirectConnect: A Guide to A Direct Care Career Jennifer Rabalais, MA Project Director Institute on Disability University of New Hampshire DirectConnect 3 year, $2.9 million dollar grant funded by the Department of Labor Addresses


  1. DirectConnect: A Guide to A Direct Care Career Jennifer Rabalais, MA Project Director Institute on Disability University of New Hampshire

  2. DirectConnect 3 year, $2.9 million dollar grant funded by the • Department of Labor Addresses multiple issues in the direct care • workforce Including issues around current and projected • workforce shortages, training and retention DirectConnect presents a multi-prong approach • to these issues across all populations

  3. Background NH Coalition for the Direct Care Workforce • Formed in 2007 • Identify workforce related issues • Propose solutions, shape policy • Broad base of stakeholders represented Carsey Institute In 2009 created a policy brief entitled “Home Care • Workers: Keeping Granite Staters in Their Home as They Age”

  4. DirectConnect March 2010 DOL grant is awarded • UNH Institute on Disability • Grant focus: 3 main areas.  Workforce recruitment  Training and education  Retention of workers in home and community based settings

  5. Recruitment • Comprehensive career awareness campaign that focuses on the value of the work and highlights the benefits of many direct care positions. • Direct care workers: can make a significant difference in the lives of others. Work is meaningful and can be very fulfilling. • Outreach campaign includes use of a dedicated website, posters, brochures, public service announcements, and print advertisements. • Development of a cross sector career lattice

  6. Training and Education • Paraprofessional Healthcare Institute (PHI) • The College of Direct Support • NH Community College System • Lutheran Social Services Refugee Resettlement Program • Connect NH formerly Granite State Distance Learning Network (GSDLN)

  7. Training and Education Granite State Distance Learning Network (GSDLN) UNH non-profit bringing affordable distance learning • technologies to all areas of New Hampshire Used as part of the College of Direct Support • implementation allowing for facilitated discussion among staff throughout New Hampshire Other trainings will be made available using this • technology

  8. Retention • Examination of best practices related to increased retention of workers and creation of 2-3 briefs that will be included as part of a tool kit for employers. • PHI training offered through the grant. • Development of a Direct Care Career Lattice

  9. Career Lattice • Designed to be a graphic representation of potential career paths within the direct care workforce. • “Up is not the only way” • Career lattice will be used for addressing retention, awareness/recruitment campaign, skills standards collaboration.

  10. Industry Career Lattices Industry Career Lattices: attract individuals to an industry by showing • potential career progression beyond entry points focus workforce development efforts • show workers how different jobs interconnect • within careers in an industry inform workers about the training, education, • and developmental experiences that would enable them to accomplish their career objectives.

  11. A Guide to a Direct Care Career

  12. Interactive web version http://client.millennium-im.com/direct_connect/careerguide_002.html

  13. How we are using the Career Lattice Recruitment - •  attract individuals to the direct care industry by showing potential career progression beyond entry points  Change public perception of direct care positions as “dead end jobs” Retention - •  Keep workers in the industry rather than leave for another industry  Encourage development of organizational career lattices

  14. Why create an Organizational career lattice? Challenging times create opportunity to • build employee commitment and loyalty Pro-active planning leads to better decision • making Demonstrates commitment to employees • Not costly to create a career lattice • Turnover IS costly •

  15. Why employees leave

  16. Linking career lattices to retention • Employees don’t need to look elsewhere for career development opportunities • Attention to employees needs/interests builds loyalty and commitment

  17. How to create an Organizational Career Lattice • Organize a team or committee to develop the career lattice • List jobs within your organization • Decide on format or layout for graphic view

  18. Creating a career lattice • Create a visual/graphic representation that portrays your structure showing each job and possible paths to and from it.

  19. Creating a career lattice Include tasks and responsibilities of the • position. Include educational and experience requirements Create competencies and critical • development include knowledge, skills and abilities Review with non members of work group • Identify and address system and cultural • barriers Communicate, distribute, disseminate! •

  20. Supporting a Career Lattice Organizational culture needs to support the • career lattice  Attract and hire people with the potential to grow who also share the organization's values  Train and nurture them  Promote them  Keep their skills up to date  Honor, recognize and reward them regularly and consistently  Maintain a culture of community, teamwork, mutual respect and lifelong learning.

  21. Resources for building career lattices  Career One Stop: Competency Model Clearinghouse http://www.careeronestop.org/CompetencyModel/  O*Net: tool to design ladders/lattices http://www.onetcenter.org/ladders.htm.

  22. Summary The DirectConnect project team is available to discuss your specific needs and help you determine how to best leverage this exciting resource. Contact information: https://directconnectnh.org careers@directconnectnh.org 1-855-MyNewCareer (855-696-3922). THANK YOU!

  23. Questions

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