Vocational rehabilitation and business relations: Preliminary indicators of state VR agency capacity

Abstract

BACKGROUND: State vocational rehabilitation agencies (SVRAs) have been developing business relations capacity for decades, as part of a dual-customer approach. The literature to date explores "demand-side" strategies in VR, but little is known about what infrastructure is being built to sustain demand-side approaches. OBJECTIVE: The purpose of this study was to describe SVRAs' efforts to build capacity in business relations through current policies and practice, staffing and organizational structures, marketing and outreach, and other related strategies. METHODS: Researchers conducted a web-based survey of the population of SVRAs (n = 80). The target respondent was the National Employment Team (NET) "single point of contact" for business relations activities at the SVRA. RESULTS: Sixty-seven SVRAs responded to the survey. Results indicate that SVRAs are providing a wide range of services to businesses and engaging in a wide variety of business relations activities. VR has an infrastructure to serve businesses as customers, as supported by data reported about business relations staffing patterns, organizational structures, and qualifications of business relations staff. CONCLUSIONS: The results provide important insights for developing a baseline measure of VR business relations capacity, which should be considered one element of the dual-customer approach and of demand-side strategies in general.

Employment policy and autism: Analysis of state Workforce Innovation and Opportunity Act (WIOA) implementation plans

“…There was also a need for increased emphasis on developing relationships with employers via a 'dualcustomer approach' which views the employer as an equal target of VR intervention efforts (Haines et al, 2018). This approach is vital for building capacity, as the ability to provide job opportunities to match the range of skills and interests inherent in the autism spectrum is contingent upon having a wide variety of job opportunities available via partnerships with community employers.…”

Creating Shared Value Through Implementing Vocational Rehabilitation In The Corporate Social Responsibility Strategy: A Literature Review

“…The cooperation of employers and social security insurances with other stakeholders is often not effective enough (Selander, 2016;Kärrholm, Ekholm, Ekholm, Bergroth, and Ekholm, 2008). The social security insurances see companies as their customers and shape their business relationships accordingly (Haines et al, 2018), which explains at least partly why companies do not have to fear any disadvantages or sanctions if they do not cooperate. Various studies show that non-compliance with vocational rehabilitation legislation often stems from companies expecting information and medical diagnosis from health care providers and insurance systems before vocational rehabilitation is initiated (Waddell & Burton, 2005;Kenny, 1995).…”

“…Practical examples show that this is a very effective CSR activity and can generate additional business opportunities (e.g., reputation as a socially responsible company, win-win-win situations, recruitment possibilities) (Thomsen & Lauring, 2008). Through strategic cooperation with partners, companies can also benefit, as they receive support in recruiting, job matching, hiring and retaining qualified people with disabilities as well as carrying out vocational rehabilitation (Haines et al, 2018;Fraser, 2008). In addition, such cooperation can be helpful in supporting an affected employee in a necessary of external placement (Hayes, Randall & Buys, 2013).…”

“…Waiting for the initiation and coordination of vocational rehabilitation by social security or healthcare providers often takes an unnecessarily long time (Baril et. al, 2003b;Kenny, 1995), due to case numbers or work overload (Haines et al, 2018).…”

Effectiveness of a Business Development Training for Rehabilitation Counselors Who Work With Consumers Who Are Blind or Visually Impaired

“…Specific changes include (a) requirement that VR agencies collaborate and coordinate with employers, (b) expansion of the types of services VR agencies can provide to employers, and (c) requirement that VR agency personnel have the skills and ability to work effectively not just with people with disabilities but also with employers (WIOA, 2016). Although WIOA does not specify that counselors have to be responsible for providing services to business, most agencies do expect their counselors to be involved in business engagement (Haines et al, 2018; McDonnall, 2017).…”