Course 3 Lesson 1 Preparing for the Customized Employment Planning Meeting Prework

Course 3 Lesson 1 Preparing for the Customized Employment Planning Meeting Prework

Table of Contents

Table of Contents

01. Definitions

02. Background

03. Traditional vs. Person Centered

04. Methodologies

05. Philosophies

06. Meeting Basics

07. Before the Meeting

08. During the Meeting

09. Meeting Logistics

01. Definitions

Person Centered Employment Planning is:

• A focused version of PCP with an emphasis on employment and leads to a Customized Employment Plan.
• Aligns with broader life planning tools and processes.
• Creates job matches that include preferences and accommodations that affect non-work activities.

Person Centered Planning is a process that:

• Assists individuals with disabilities and their support networks in future planning.
• Identifies environments and situations where the individual is most likely to experience success.
• Places the person as the ultimate expert on their own life.

Person Centered Employment Planning

Person Centered Planning

02. Background

Person centered planning originated in the 1970s during the deinstitutionalization movement. It is rooted in community inclusion.

Emphasis

Meeting Outcomes

03. Traditional vs. Person centered

Who is best suited?

What do meetings involve?

How are they similar?

While Traditional Career Planning is more structured and market-driven, aiming to match individuals to existing job roles, Person-Centered Employment Planning is flexible and holistic, focusing on the individual's preferences and overall well-being.

04. Methodologies

Customized Employment Planning goes further and uses different methodologies to obtain the necessary information:

• Environments that trigger behaviors
• Employer Culture
• Time of day where individual is at their best
• Strengths, gifts and capacities that translate to skills or duties in a workplace
• What works and doesn’t work for the individual.
• The individual's dreams, possibilities, and motivations.
• Involves more people in the job seeker's life that have different insights and connections to potential job opportunities. This leads to a collaborative effort to support the individual's unique career journey.

05. Philosophies

The philosophies of Person Centered Planning in disability employment services:

Respect for Individuality

Self Determination and Empowerment

Collaboration

Holistic Approach

Flexibility

Strengths-Based Focus

Inclusivity

Celebrate Small Wins

Transparency

Advocacy

06. Meeting Basics

The planning meeting is a structured, facilitated, and—most importantly—interactive session. These meetings completed with quality will likely take multiple hours at a pace that matches the needs of the jobseeker and team. The purpose of this meeting is to gather a group of people who know the job seeker well to share insights, explore employment possibilities, and identify actionable steps toward meaningful work. This meeting culminates in a concrete action plan that outlines specific tasks and identifies who will support each step in moving the job seeker closer to employment.

So, who is involved in this meeting?

The Facilitator

The Job Seeker

Invited Participants

07. Before the Meeting

Step 1: Review Discovery Information

Before the planning meeting, throroughly examine all available discovery documentation to understand the job seeker's profile.

The Job Seeker's Profile

Step 2: Meet with the Job Seeker

This pre-meeting gives you a chance to empower the job seeker. Reinforce that they are the leader of the meeting. Engage with them and reflect on what they enjoy, what they are good at, and what environments they prefer.

Accommodations and Accessibility

Step 3: Prepare to Bring to the Meeting

Checklist

08. During the Meeting

The planning meeting is interactive and collaborative, involving the individual, their family, and other stakeholders to create a comprehensive and personalized employment plan.

Location

Activities

Outcomes

09. Meeting Logistics

Here are some tips and advice to make the meeting run smoothly and have the most successful outcome.

Invitations

Timing

Environment and Comfort

Technology and Materials

Engagement

10. Conclusion

Prepare to bring to the meeting:

• A summary of Discovery findings.
• A list of unanswered questions or areas needing clarification.
• Ideas for additional Discovery activities that could help fill gaps.
• A flexible mindset—ready to listen, adapt, and co-create a plan with the team.

Meeting Outcomes:

By the end of the meeting, the team will have:

• A clear understanding of the job seeker’s strengths, potential contributions, interests, and support needs.
• A list of potential job ideas or career paths.
• A network map of personal and professional connections that could lead to opportunities.
• A detailed action plan with assigned responsibilities and timelines.

Action Plan: This is a plan for necessary first steps. This plan is a living document that updates with every planning meeting. It outlines specific tasks and steps and idenfities who will provide support for each. It also holds people accountable toward moving the employment process forward.

Both approaches identify and clarify:

• Desired hours of work.
• Employment themes or environments.
• Wages and benefits.
• Job location.

• Transportation needs.
• Pre-requisites for employment opportunities.
• On-the-job supports and accommodations.

Invited Participants:

The people invited to the meeting are chosen by the job seeker and may include:

• Family members or close friends who know the job seeker wellSupport staff (job coaches, case managers, direct support professionals)
• Teachers, mentors, or former employers
• Community members who may have connections or ideas
• Vocational rehabilitation counselors or employment specialists

The more diverse the group, the richer the perspectives and the greater the potential for creative brainstorming and networking.You will work with the job seeker, and they will decide who to invite to this meeting.

Flexibility:

Adapt plans and strategies to meet changing circumstances and to meet the person where they are at.

Example: Take your time building trust and rapport if someone is hesitant of trying something new. Modifying job search strategies if initial attempts are unsuccessful or if the individual's interests change or develop more skills.

Respect for individuality:

Recognize and honor each person's unique strengths, preferences, and needs.

Example: Tailoring a job search to match an individual's specific skills and interests rather than using a one-size-fits-all approach.

Engagement:

Make the meeting engaging and person centered by adding personal touches:

• Bring snacks or refreshments chosen by the job seeker (e.g., donuts, fruit, coffee)
• Provide fidget toys, sensory items, or doodling pads to help participants stay engaged
• Allow for movement breaks or walk-and-talk moments if that helps the job seeker stay focused

Example: If the job seeker prefers to host the meeting at home, wants to choose the snacks, or needs breaks to walk around—honor those preferences. These small accommodations can make a big difference in their engagement and comfort.

Person centered Planning Emphasizes:

• Individual preferences and interests.
• Supports to enhance quality of life.

Technology and Materials:

Information Sharing Tools: Decide how you’ll capture and display information in real time. Options include:

• Whiteboard or large wall sticky notes
• Smart Board or interactive display (ideal for saving and sharing notes)

• Projector and screen with computer access

Essential Equipment:

• Whiteboard markers, sketch markers, pens (multiple colors)

• Projector and cables (if needed)
• Clip art or icon library (digital or printed)
• Laser pointer (optional)
• Notepads and pens for participants

Visual Engagement: Use simple drawings or icons to help the job seeker follow along. Don’t worry about artistic skill—clarity and engagement matter more than perfection.

Timing:

Some Customized Employment support professionals choose to hold the planning meeting at different stages of the Discovery process, depending on their approach and the needs of the job seeker. Some scheduling options are:

• At the beginning of Discovery: This helps gather initial information and identify potential directions for exploration.
• In the middle of Discovery: Once rapport has been established and some preliminary activities have provided a foundation for meaningful discussion.
• At the end of Discovery (or when you feel stuck): This lets you gain deeper insights into the job seeker and to activate a team dynamic that can help move the process forward.

Each of these approaches can be effective, as long as the meeting is used to center the job seeker’s voice and build a collaborative plan for next steps.

Location:

The location of the meeting should be:

• Chosen by the job seeker—a place where they feel safe, comfortable, and heard.
• Accessible to all participants.
• Equipped with any necessary technology (for virtual participation or visual aids).
• Spacious enough to accommodate the full team.
• Common locations include the job seeker’s home, a community center, a school, or a service provider’s office.

Inclusivity:

Ensure that all individuals have equal access to opportunities and resources and that the community and the workplace are better with people with disabilities in them.

Example: Advocating for workplace policies that accommodate diverse needs and abilities.

Strengths-Based Focus:

Emphasize and build upon the individual's strengths and capabilities. Move the conversation forward by focusing on strengths and using them as a guide to build off of.

Example: Highlighting a person's ability to play video games as a strength that means they understand cause and effect, have fine motor skills and dexterity, and can hold their attention for long periods of time when motivated.

The Job Seeker:

The job seeker is the central and most important person in the meeting. Their voice, preferences, and choices guide the entire process. It is essential that the job seeker feels a sense of ownership and empowerment throughout the planning process.

• The job seeker decides who to invite to the meeting.
• They are encouraged to share their goals, interests, and any concerns they may have about employment

During the first meeting, they will present themselves to the entire team and share what they enjoy, their skills, and what environments they want to work in.

Person centered Planning Meeting Outcomes Shape:

• Work environments
• Behavioral strategies
• Daily schedules and activities
• Events that increase satisfaction and success

Transparency:

Maintain open and honest communication with individuals about their options and progress. Which may mean hard conversations need to be had when there are conflicting opinions on the person’s support team about working. Hold space, be respectful, and support the individual’s opinions over all others.

Example: Clearly explaining the steps involved in the job search process, expectations of the support team, and providing regular updates.

Holistic approach:

Consider all aspects of a person's life, including social, emotional, and physical well-being.

Example: Addressing transportation needs, social needs, public benefits considerations, health, and workplace accommodations alongside job placement.

Self-determination and empowerment:

Enable individuals to take control of their own lives and decisions, fostering independence and confidence.

Example: Providing resources and support for a person to independently apply for jobs and attend interviews.

The facilitator role:

The employment professional acts as the facilitator of the Person-Centered Employment Plan, guiding the process and ensuring active participation from the individual and their support network.

Invitations:

Send Invitations Early: Ensure all relevant stakeholders receive invitations well in advance. This includes the job seeker, family members, friends, support staff, and any community or employment connections the job seeker wishes to include. Explain the Purpose: When inviting participants, clearly communicate:

• Why their presence is valuable.
• What the meeting will involve.
• How they can contribute to the job seeker’s employment journey.

Empower the Job Seeker: The job seeker should lead the invitation list. Their comfort and preferences are central to the process.

The Job Seeker's Profile:

This profile should include:

• Strengths and interests
• Skills and support needs
• Environmental preferences
• Past experiences (work, volunteer, education)
• Observations from Discovery activities

Use this profile to identify any gaps: What's missing? Where are you stuck? What needs to be confirmed or clarified?

Which plan best suits the job seeker?

Traditional Career Planning is best suited for individuals who:

• Have clear employment goals.
• Possess work experience to inform choices.

• Show readiness for self-directed employment services.

Person Centered Career Planning is best suited for individuals who:

• Have complex communication needs.
• Require support in decision making.
• Face employment barriers. (transportation, social stigma)
• Need creative problem-solving for identifying or achieving employment goals.

Advocacy:

Actively support and promote the rights and interests of individuals.

Example: Helping a person navigate legal protections and accommodations in the workplace.

Collaboration:

Work together with the individual, their family, and other people on the individual’s support team to achieve common goals. Customized employment is hard! You will need a team to help share the workload, problem solve, and open the door to their personal networks as potential employers.

Example: Coordinating with a person's support network to develop a comprehensive employment plan and connect with potential employers.

Celebrate Small Wins:

It’s a Journey! Regularly evaluate and improve planning processes and outcomes based on new information and growth.

Example: Seeking feedback from individuals and stakeholders to refine employment services and support.

Environment and Comfort:

• Choose a Comfortable, Accessible Location: Ideally, the space should be selected by the job seeker. It could be their home, a community center, or another familiar and welcoming environment.
• Ensure Accessibility: Confirm the space is physically accessible and inclusive for all participants.
• Check Capacity: Make sure there are enough chairs and space for everyone to participate comfortably.

Activities:

In conjunction with the discovery activities you have completed with the individual, there are planning meeting activities or “exercises” that help bring out the necessary information and buy in from the job seekers support team. These activities are:

• Strengths, gifts, and capacities.
• What works and doesn’t work.
• Dreams and possibilities.

What do meetings involve?

Traditional Career Planning meetings:

• Are typically more formal and procedural.
• Are led by the Vocational Rehabilitation Councelor or case manager.
• Are lightly supported for the job seeker.
• Use straightforward tools like informational interviews.

Person Centered Employment Planning meetings:

• Are deeply personalizes planning for employment success and sustainable supports.
• Involve multiple parties who share helpful information in the job planning process, work together as a team, and contribute to the action plan that moves the employment process forward.

Accommodations and Accessibility:

When you meet with the job seeker, discuss options for accommodations, accessibility, and their preferences.

• Visual supports: Invite the job seeker to draw pictures or use icons to express ideas.
• Ask about preferences for the meeting format (in-person, virtual, hybrid).
• Discuss sensory needs, communication preferences, and pacing (breaks, movement). What would make them feel comfortable and in control?
• Let them choose refreshments, music, or other elements that make the space feel welcoming.