VR Competencies for Business Engagement
Vocational rehabilitation (VR) agencies use many different models in engaging businesses at the state and local levels. They may operate primarily through a single point of contact (POC) in the central office, or have business specialists (who may have different titles) in each region that coordinate with the POC. In other cases, employment specialists (also with a variety of titles) are assigned to each local office as part of a placement team, or the agency holds counselors responsible for engagement at the local level--or some other combination.
While there is a lot of overlap in the competencies needed in each of these roles, there are also important differences. For example, an employment specialist may need to know a lot about possible job carving or accommodations, while the development of marketing tools and agency use of social media would be important competencies at the central office level.
The following table identifies several competencies relating to business engagement in a state VR agency, wherever it is happening. They are divided into three domains: Knowledge of Labor Market Needs, Communications, and Internal Management.
Under these are competency clusters that are loosely placed into two categories depending their relevancy to either the State/Central Office level, or the Area/District/Local level. Some of the competencies are identified as “core” competencies (**) that are basic to any business relations initiative. Other competencies may not be as necessary based on the agency’s structure (e.g., not every VR agency will develop a business cadre).
This table addresses competencies needed for the business engagement function, which is only one aspect of VR/business relationships. Competencies required to provide support to employers of individuals with disabilities are outlined here. Competency elements required for customized employment are being developed by the Association of Community Rehabilitation Educators (ACRE), and will be linked to this table once they are completed in early 2018.
While not specifically included in this table of competencies, VR directors and senior leadership play an essential part in implementing business engagement across each of the domains listed below. For more information on this critical role, please visit the Models and Functions tab of this toolkit.
| Competency | State-Central Office Level (Single Points of Contact, Business Relations Coordinators, etc.) |
Area Office Or District Level (Business Cadre, Employment Specialists, Counselors, etc.) |
|---|---|---|
| Knowledge of Labor Market Needs | ||
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Access and utilize information regarding economic trends and opportunities in the labor market |
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| Creating new opportunities through existing business relationships |
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| Communications | ||
| Marketing VR Services |
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| Assessing Business Needs |
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| Speaking the language of business |
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| Connections and networking |
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| Internal Management | ||
| Tracking marketing outcomes and business connections |
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| Internal communication to share potential opportunities |
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The LIFE Cycle of a Business Relationship
John Marchioro, Director of Training at the Illinois Department of Rehabilitation Services explains the LIFE Cycle of Business Engagement in this video filmed during a national conference.
The LIFE Cycle of a Business Relationship provides a simple guide for VR staff as they initially engage with a business. How do you connect with business?
First, Listen to business talk about their needs and interests.
Next, Identify the support opportunities. What services can VR offer to business?
Then, Fulfill solutions by providing information about what services and supports VR can offer.
Finally, Evaluate effectiveness of the services VR provided to business.
Staffing for Effective Business Engagement
While the primary goal of vocational rehabilitation (VR) has been to support people with disabilities to obtain work that match their interests and goals, counselors must frequently manage the balance between their clients’ occupational goals and the opportunities that are available in their regional labor market. VR counselors have significant training and expertise relating to issues of disability, career development theory, restoration and accommodation strategies, etc. but little emphasis is placed on analyzing labor market information, networking, marketing—in short, the language of business engagement.
Successful outcomes depend on the ability of VR to facilitate job matches that meet the needs of both the VR client and local business. This “dual customer” approach is well defined in the 32nd Institute on Rehabilitation Issues: The VR-Business Network: Charting Your Course [PDF], a valuable resource for developing business relationships. The document’s key message is that establishing quality relationships with and understanding the needs of the business community will create opportunities for the clients that VR serves.
In response to the current mandates of the Workforce Innovation and Opportunity Act (WIOA), VR agencies must develop strategies for business engagement. They are creating plans and structures that fit the unique needs of their states. Many factors must be considered in building a business engagement structure including the position of the agency in state government, the size and budget of the agency, the number of allowable full time positions, and the industrial and economic opportunities within the state. Regardless of the approach, successful business engagement depends on the competent execution of a somewhat standard set of functions.
Roles and Functions
VR agencies utilize many different models in engaging businesses at the state and local levels. They may operate primarily through a single point of contact (POC) in the central office, or have Business Specialists (with a wide variety of titles) in each region that coordinate with the POC. Some states have Employment Specialists (which also may have a variety of titles) assigned to each local office as part of a placement team, or hold counselors responsible for engagement at the local level. There are many combinations of approaches and unique job descriptions across the country. Click the following links to see examples of job descriptions for Business Account Managers [PDF], Business Relations Coordinators [PDF], and Employment Specialists [PDF].
Competency Based Staffing
Successful business engagement depends on the competent execution of a somewhat standard set of functions.
Given the diversity and complexity common to VR counseling, in addition to increasing caseload sizes, counselors may feel challenged in developing expertise in business development. They may lack the experience and/or have difficulty carving out time for marketing and networking activities such as attending Chamber of Commerce meetings or holding career fairs. Many state VR agencies have responded to this issue by developing separate units, or cadres, whose primary responsibility is to make these types of business connections and maintain relationships. Regardless of the approach, competency-based staff selection and development are vital to the effort. People can make or break the best of plans.
In general, there are two staffing levels to consider in developing a business services strategy. One is the systems level which comprises the strategy used by the state VR agency to position and market itself as a business partner. These functions are often centralized and rest with management positions. The other piece focuses more on individual relationships involving the VR job seeker, the job developer and the employer at the local level. While there is some overlap in the competencies needed at each of these levels, there are also important differences. For example, a position at the local level may need to know a lot about possible job carving or accommodations, while the development of marketing tools and agency use of social media would be important competencies at the central office level.
VR Staff Competencies for Business Engagement
The knowledge and skills necessary to a successful approach fall into three main categories of competencies.
- 1. Knowledge of Labor Market Needs:
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Every VR agency needs a strategy to systematically collect, interpret, and take action upon relevant labor market information (LMI) in your service area. This may include information available through your state’s workforce development agency or, some states have invested in third party “real-time” labor market tools. Both types of information can be used effectively to impact outcomes for VR clients and businesses. In addition, at the local level, business intelligence, or the common knowledge of a community’s marketplace, has great value. But the information alone is not enough. Staff at all levels need to know how to use it.
An effort should be made to review regional client job goals and placements made over the recent year in order that business engagement activities are targeted and relevant to client’s placement needs within the context of the labor market information.
- 2. Communications:
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A successful approach must include a communications strategy that will engage business, speak their language and demonstrate some industry-specific knowledge. Consider the skills to market VR to businesses at a variety of levels , from a viable source of labor that will meet their needs to a strategic economic development partner. Train staff on an approach to assess business needs. WIOA challenges VR to communicate effectively with partners, too, as we collaborate to engage business and employ a diverse workforce.
- 3. Internal Management:
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Finally, staff must be able to track and measure the success of efforts. This should include necessary business information, VR job seeker outcomes, and internal communication among all staff engaged with businesses.
Competencies and Learning Objectives
The following charts list key competencies that should guide selection and development of staff. In addition, learning objectives are provided to assist in designing training programs that will help your staff develop the knowledge and skills necessary to better connect to businesses on behalf of the clients you serve. These competency clusters are loosely placed into two categories depending on their relevancy to either the State/Central Office level, or the Area/District/Local level.
State/Central Office level competencies divided into three domains: Knowledge of Labor Market Needs, Communications, and Internal Management. Some of the competencies are identified as “Core” competencies (**) that are basic to any business relations initiative; other competencies may or not be as necessary based on the agency’s structure (i.e. not every SVR will develop a business cadre).
| Competency | State-Central Office Level (Single Points of Contact, Business Relations Coordinators, etc.) |
Learning Objectives After training, the learner will be able to: |
|---|---|---|
| Knowledge of Labor Market Needs | ||
| Access and utilize information regarding economic trends and opportunities in the labor market |
|
|
| Creating new opportunities through existing business relationships |
|
|
| Communications | ||
| Marketing VR Services |
|
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Area/District/Local level competencies divided into three domains: Knowledge of Labor Market Needs, Communications, and Internal Management. Some of the competencies are identified as “Core” competencies (**) that are basic to any business relations initiative; other competencies may or not be as necessary based on the agency’s structure (i.e. not every SVR will develop a business cadre).
| Competency | Area Office Or District Level (Business Cadre, Employment Specialists, Counselors, etc.) |
Learning Objectives for Training-After training the Learner will be able to: |
|---|---|---|
| Knowledge of Labor Market Needs | ||
| Access and utilize information regarding economic trends and opportunities in the labor market |
|
|
| Creating new opportunities through business relationships |
|
|
| Communications | ||
| Marketing VR Services |
|
|
| Assessing Business Needs |
|
|
| Speaking the language of business |
|
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| Connections and networking |
|
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| Internal Management | ||
| Tracking marketing outcomes and business connections |
|
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| Internal communication to share potential opportunities |
|
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Who Engages Businesses at Oregon Commission for the Blind?
As part of their job-driven technical assistance project, the Oregon Commission for the Blind (OCB) and the Institute for Community Inclusion created a video series featuring OCB consumers, Oregon businesses, and OCB business engagement staff.
This video explains how different staff at OCB engage with clients and businesses. Watch as OCB’s director of rehabilitation, business engagement coordinator, assistive technology assistant, and employment specialist share their perspectives on business engagement.
Performance Evaluation
As previously stated, a competent and well trained VR staff is a primary building block of an effective business engagement strategy. Clearly defined roles and expectations based on the shared vision and values of the organization lead to desired outcomes when there is an accountable working environment. It is critical that agency leaders help all VR staff to discover the specific ways in which their work contributes to a successful business engagement effort. This process of discovery helps to create ownership, commitment and ultimately much sought after mutual accountability across all roles and functions in the organization.
Mutual accountability means that SVRA staff can count on each other to do what they are expected to do. Regardless of the particular agency’s structure or an individual’s role, when goals and expectations are clearly defined, feedback about achieving success becomes a shared responsibility. For example, when a VRC and a Business Relations representative work together toward a common goal with a mutual understanding of success, they can hold one another accountable for their outcomes.
So, evaluating performance of staff is really about understanding what success looks like and then clarifying expectations for behaviors that get us there. We don’t have to wait for the formal, annual performance evaluation to provide feedback that keeps staff on track, nor does that feedback have to come from a supervisor. Professional staff can support each other in achieving success and help each other when they stumble, if they share the spirit of mutual accountability.
That said, there are and performance expectations tied to specified job descriptions. Again, states vary somewhat in their design of their business service strategy. States who carve out their business service efforts typically have staff who are assigned to operate from two different perspectives; Business Engagement and Job Development.
The business engagement staff is assigned to be the “face” of VR in terms of business. They network, cold-call, attend chamber meetings, organize job fairs and business recognition events, etc. They often act as a single point of contact or a portal, through which VR collects potential leads and active employment opportunities. These staff may or may not have contact with or experience in counseling individual clients. Marketing and outreach is their area of expertise.
The other specific group is comprised of staff who possess skills that are more related to what is typical of job developers. These are the people who provide direct service to the client and the employer; they make the match. They may counsel the client in developing resumes and interview skills, they may arrange for on-site job coaching and/or they may help the employer develop necessary accommodations. Based on interviews with a number of states (California, Nebraska, Minnesota, Vermont and Wisconsin) who have created business service units, the Evaluation Metrics chart below describes functions and metrics that are typically used by these VR agencies to help them track the progress of their business connection/service activities.
Performance Evaluation Metrics for Business Engagement Functions
| Level 1 | Functions | Metrics/Potential Metrics |
|---|---|---|
| Employment Coordinator, Placement Specialist, Employment Consultant, VR Counselor |
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| Level 2 | Functions | Metrics/Potential Metrics |
| Business Account Managers, Business Consultants, Employment Coordinators |
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There is probably no perfect business engagement model that will translate to every state’s VR system. The key point to remember is that the knowledge and skills necessary for VR counseling, while related, are somewhat different from what is required in networking and creating business connections. For more information, read a brief on The Basics of Engaging Business as a Customer. Furthermore, if these functions are added to the counselor’s role training will be necessary for this new skill set. For example, view business engagement trainings developed by state VR agencies. If you chose to develop a separate business unit, you will likely want to bring on new staff that come with marketing and communications experience. Some states may want to create a hybrid, developing new positions for counselors with specified job descriptions and redistributing workloads to afford opportunities for business activities. Regardless of your approach, recognizing the necessity to maintain a “dual customer” perspective and devoting time to develop the staff that makes your agency the “go-to” source of quality labor will equate to success for both your clients and the business community.
Webinar View ExploreVR webinars, Skills for Business Engagement: Part 1 and Part 2 to learn more about the three key competencies of VR business engagement and how to make connections with employers.