1027-9           JOB NEGOTIATION

Negotiating job development is a fluid process. Throughout job negotiation, the JD must be able to communicate effectively by reading body language of the employer, understanding the messages behind what the employer states, and be prepared with a “bag of tricks” to finesse the negotiation process (see NJD Negotiated Job Development Study Guide and training materials).

Future meetings with the employer:

Set-up meetings following the business needs tour based on the employer’s interest and desire to move forward with negotiation. Typically the number of negotiation meetings varies, keeping in mind, the valuable time of each employer.

Note: 

Document in NJD Negotiated Job Development Contact Log and in CMS Case Management System all contacts to attempt to arrange meetings.

Assist employer decision-making:

The JD can assist the decision-making period using a variety of means to listen and support, as well as inform the employer along the way, always with a positive and confident tone, representing the best of the job seeker.

Handle sensitive information:

Present the best of the job seeker’s contributions and interests. The JD divulges only information the job seeker has given authorization. Emphasize the conditions that help the job seeker perform at his or her best.  Employers may ask for more information and it is critical that the JD respectfully stick to authorized disclosure (see NJD Negotiated Job Development Study Guide and training materials).

Note: 

DO NOT document sensitive information about the job seeker in CMS Case Management System.

Address the job seeker’s conditions:

Conditions can be presented as part of the talking points of the Portfolio, and during negotiation meetings. It is critical that the job seeker stick to what has been authorized by the job seeker as acceptable language to present their necessary conditions of employment (see NJD Study Guide and training materials).

Use Employer Incentives:

There are several benefits for employers who hire job seekers who receive ATAP Alaska Temporary Assistance Program.  Many of the incentives are intrinsic rather than tangible.  However, if an employer expresses that they are unable to hire due to financial restrictions, then the JD Job Developer may introduce the potential of the employer to minimize their cost of initiating a negotiated position, with the goal to fully support the position within 6 to 12 months. The following are a list of hiring incentives (see NJD Negotiated Job Development Study Guide and training materials):

• Work Opportunity Tax Credit

• Fidelity Bonding

• Wage subsidy/Job Start

• On-the-Job Training (OJT)

• Community and Business Work Experience

• Program Service Aid

The JD Job Developer must invite the WSCM Work Services Case Manager and to any meeting with an employer if an employer incentive (subsidy) is introduced, negotiated and pursued.

The WSCM must complete all forms and paperwork as appropriate to any subsidy application and reporting/progress follow-up.

Share information with the job seeker. It is at the discretion of the JD to inform regarding the progress of job negotiation with each employer. If a subsidy is pursued, then the JD must include the job seeker in meetings as appropriate.

Note: 

All contacts, including those regarding discussion of funding incentives, between the JD and an employer must be documented in the NJD Contact Log and in CMS Case Management System. Notes should reflect brief key discussion points and outcome, as well as any plan for future follow-up or contact.