9.3 Customized Employment Success Stories
Read time:
5 min
Learn how job customization can increase business results and return on investment.
Business: Small alteration shop
Business’s contact person: Owner/operator (seamstress)
Organizational need: There is an overload of work, and the specialized worker is backed up. There is a need to increase their capacity to complete more projects.
A service provider visits the business and identifies the potential for a customized employment opportunity.
The employer recognizes that the specialized worker's overload is affecting customer service.
The employer identifies a specific set of non-essential tasks performed by the specialized worker (seamstress) to be reallocated to a customized position ("picker"). Taking these steps would create a new position and meet the business's organizational needs.
The service provider and the employer analyze and review the work process and quickly identify measures to reduce the workload.
The new employee’s workplace integration requires minimal service provider support.
Business Results and Return on Investment
Business’s contact person: Owner/operator (seamstress)
Organizational need: There is an overload of work, and the specialized worker is backed up. There is a need to increase their capacity to complete more projects.
A service provider visits the business and identifies the potential for a customized employment opportunity.
The employer recognizes that the specialized worker's overload is affecting customer service.
The employer identifies a specific set of non-essential tasks performed by the specialized worker (seamstress) to be reallocated to a customized position ("picker"). Taking these steps would create a new position and meet the business's organizational needs.
The service provider and the employer analyze and review the work process and quickly identify measures to reduce the workload.
The new employee’s workplace integration requires minimal service provider support.
Business Results and Return on Investment
- There is an increase in the volume of finished products because of less backlog.
- Overall work conditions have improved for all employees.
- The new employee has honed her skills and is now able to assist the seamstress directly or complete level one sewing projects.
Business’s contact person: Office manager, representing the employer
Organizational need: The physiotherapists use much of their time to accomplish non-essential tasks such as refilling bottles, disinfecting equipment, doing laundry, performing general maintenance and cleaning.
The service provider visits the business and identifies the potential for a customized employment opportunity.
The employer recognizes that an assistant would increase the physiotherapists' productivity.
The employer identifies a specific set of non-essential tasks performed by the specialized workers (physiotherapists) to be reallocated to a customized position (physiotherapist's assistant). Taking these steps would create a new position and meet the business's organizational needs.
The employer explores further opportunities to increase the service level and implements this measure in several other offices within the franchise.
The new employee’s workplace integration requires minimal service provider support.
Business Results and Return on Investment
Organizational need: The physiotherapists use much of their time to accomplish non-essential tasks such as refilling bottles, disinfecting equipment, doing laundry, performing general maintenance and cleaning.
The service provider visits the business and identifies the potential for a customized employment opportunity.
The employer recognizes that an assistant would increase the physiotherapists' productivity.
The employer identifies a specific set of non-essential tasks performed by the specialized workers (physiotherapists) to be reallocated to a customized position (physiotherapist's assistant). Taking these steps would create a new position and meet the business's organizational needs.
The employer explores further opportunities to increase the service level and implements this measure in several other offices within the franchise.
The new employee’s workplace integration requires minimal service provider support.
Business Results and Return on Investment
- The physiotherapists' productivity increases as more appointments can be booked and more clients served, resulting in increased sales.
- Many new employees with disabilities are working in line with their skills and abilities at several of the franchise locations.
Business: Small welding shop
Business’s contact person: Owner
Organizational need: Because specialized workers spend an average of 30 minutes of their shift time cleaning up their workstations, storing equipment and refilling supplies, there is a need to increase their productivity.
The service provider visits the business and identifies the potential for a customized employment opportunity.
The employer recognizes that “end of shift” cleaning tasks for specialized workers are affecting their productivity.
The employer identifies a specific set of non-essential tasks performed by the specialized workers (welders) to be reallocated to a customized position (cleaner). This would create a new position and meet the company's organizational needs.
The new employee’s workplace integration support is minimal.
Business Results and Return on Investment
Business’s contact person: Owner
Organizational need: Because specialized workers spend an average of 30 minutes of their shift time cleaning up their workstations, storing equipment and refilling supplies, there is a need to increase their productivity.
The service provider visits the business and identifies the potential for a customized employment opportunity.
The employer recognizes that “end of shift” cleaning tasks for specialized workers are affecting their productivity.
The employer identifies a specific set of non-essential tasks performed by the specialized workers (welders) to be reallocated to a customized position (cleaner). This would create a new position and meet the company's organizational needs.
The new employee’s workplace integration support is minimal.
Business Results and Return on Investment
- The welders are able to perform essential tasks for the entire duration of their shift, and their productivity increases.
- The employer’s overtime costs are drastically reduced.
- The new employee with a disability continues to have stable and meaningful employment.
Business: Cardboard manufacturer
Business’s contact person: Business owner
Organizational need: The company manufactures pizza boxes. Although the manufacturing processes are effective, the owner discovers that many units have defects, and much waste is created. The owner finds a way to generate revenue from the waste materials, but employee retention is low due to the repetitive nature of the tasks.
The service provider identifies the potential for a customized employment opportunity.
The employer recognizes the strong potential of a business venture in which pizza box cuttings are repurposed into corners to protect picture frames. Nevertheless, the employer is struggling to get this value-added business venture off the ground as it is difficult to find the right person for the job.
The service provider identifies a potential employee who is willing to try out for the job. The candidate is blind and has a developmental disability.
The employer allows the candidate to try out for the job.
New employee's workplace adjustments are minor, such as providing a sit-stand stool and rearranging some containers.
Business Results and Return on Investment
Business’s contact person: Business owner
Organizational need: The company manufactures pizza boxes. Although the manufacturing processes are effective, the owner discovers that many units have defects, and much waste is created. The owner finds a way to generate revenue from the waste materials, but employee retention is low due to the repetitive nature of the tasks.
The service provider identifies the potential for a customized employment opportunity.
The employer recognizes the strong potential of a business venture in which pizza box cuttings are repurposed into corners to protect picture frames. Nevertheless, the employer is struggling to get this value-added business venture off the ground as it is difficult to find the right person for the job.
The service provider identifies a potential employee who is willing to try out for the job. The candidate is blind and has a developmental disability.
The employer allows the candidate to try out for the job.
New employee's workplace adjustments are minor, such as providing a sit-stand stool and rearranging some containers.
Business Results and Return on Investment
- The new business generates significant profit from waste materials.
- The new employee holds this job for many years.
Business: Egg producer
Business’s contact person: HR manager, representing the employer
Organizational need: The accountant is highly skilled and is a valuable employee. However, she is terrible at organization: many files are stacked and scattered throughout the office. She seems to be getting up from her desk frequently and sorting anxiously through stacks of needed files.
A service provider visits this business and identifies the potential for a customized employment opportunity.
The employer recognizes that a filing assistant position would provide support to the accountant and would most likely increase her productivity.
The employer identifies a specific set of non-essential tasks performed by the specialized worker (accountant) to be reallocated to a customized position (filing assistant). These steps would create a new position and meet the company's organizational needs.
The employer finds the right person by arranging a working interview, during which a candidate with a disability is able to demonstrate their ability to file documents for the accountant. Although the candidate is not a proficient reader, they know the alphabet backward and forwards and have the needed skills to file adequately.
The employer explores further opportunities to increase the service level and offers the same type of support to other specialized employees.
The new employee’s workplace integration requires minimal service provider support.
Business Results and Return on Investment
Business’s contact person: HR manager, representing the employer
Organizational need: The accountant is highly skilled and is a valuable employee. However, she is terrible at organization: many files are stacked and scattered throughout the office. She seems to be getting up from her desk frequently and sorting anxiously through stacks of needed files.
A service provider visits this business and identifies the potential for a customized employment opportunity.
The employer recognizes that a filing assistant position would provide support to the accountant and would most likely increase her productivity.
The employer identifies a specific set of non-essential tasks performed by the specialized worker (accountant) to be reallocated to a customized position (filing assistant). These steps would create a new position and meet the company's organizational needs.
The employer finds the right person by arranging a working interview, during which a candidate with a disability is able to demonstrate their ability to file documents for the accountant. Although the candidate is not a proficient reader, they know the alphabet backward and forwards and have the needed skills to file adequately.
The employer explores further opportunities to increase the service level and offers the same type of support to other specialized employees.
The new employee’s workplace integration requires minimal service provider support.
Business Results and Return on Investment
- The accountant's productivity increased as invoices were processed much more efficiently, and payments were received much sooner.
- The new employee is now working five days a week as an assistant to other specialized workers.
Sources
1 When Existing Jobs Don't Fit: A Guide to Job Creation, Institute for Community Inclusion, Colleen Condon et al., Boston USA.
2 In collaboration with Annette Burrows. (TBC)
3In collaboration with New Brunswick Employer Support Services, CCRW, Moncton, NB.
4 In collaboration with Seasons Health Therapies, CHANGE program, Kamloops, BC.
2 In collaboration with Annette Burrows. (TBC)
3In collaboration with New Brunswick Employer Support Services, CCRW, Moncton, NB.
4 In collaboration with Seasons Health Therapies, CHANGE program, Kamloops, BC.
Disclaimer:
Hire for Talent has made every effort to use the most respectful words possible while writing these materials. We realize, however, that the most appropriate terminology may change over time. We developed these materials with the intent to respect the dignity and inherent rights of all individual.
Hire for Talent has made every effort to use the most respectful words possible while writing these materials. We realize, however, that the most appropriate terminology may change over time. We developed these materials with the intent to respect the dignity and inherent rights of all individual.
This tool was developed in collaboration with
National Working Group
