designing career services to cost-effectively meet ... · a better approach limiting staff time in...
TRANSCRIPT
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Designing Career Services to
Cost-Effectively Meet
Individual Needs
James P. Sampson, Jr., Gary W. Peterson,
Robert C. Reardon, & Janet G. Lenz
Florida State University
Copyright 2003 by James P. Sampson, Jr., Gary W. Peterson,
Robert C. Reardon, and Janet G. Lenz
All Rights Reserved
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Nature of the Problem
• Increasing numbers of individuals with varying needs are seeking career services
• Increased funding is often not available to meet this increased demand
• Staff need to explore different models for meeting the career needs of individuals
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A Better Approach
Limiting staff time in delivering
individual case-managed services
leaves more staff time for
– brief services that serve more
individuals, or
– longer services for individuals with more
extensive needs
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A Better Approach
• Link readiness assessment to the
delivery of career services
• Goal: “The intelligent allocation of
scarce resources” Tony Watts (2002)
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Readiness
The capability of an individual to make appropriate career choices taking into account the complexity of family, social, economic, and organizational factors that influence career development
Capability – Internal to the client
Complexity – External to the client
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Readiness Model
Capability
(low) (high)
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Capability
Cognitive and affective capacity to
engage in effective career choice
behaviors
How are my career choices
influenced by the way I think and
feel?
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Capability
• Honest exploration of values, interests, and skills
• Motivated to learn about options
• Able to think clearly about career problems
• Confident of their decision-making ability
• Willing to assume responsibility for problem solving
• Aware of how thoughts and feelings influence behavior
• Able to monitor and regulate problem solving
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Readiness Model Complexity (high)
(low)
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Complexity
• Contextual factors, originating in the family, society, economy, or employing organizations that make it more difficult (or less difficult) to solve career problems and make career decisions
• How does the world around me influence my career choices?
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Complexity
• Family factors
• Social factors
• Economic factors
• Organizational factors
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Family Factors
• Family responsibilities and influence
- may support or detract
• Deferral, e.g. compromise career
development to meet needs of spouse or
children or parents
• Role overload, e.g. roles of worker, parent,
son/daughter, homemaker, student
• Dysfunctional family input, e.g., over-
functioning parents
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Social Factors
• Social support, e.g. modeling, networking, and caring - good
• Stereotyping, inaccurate knowledge about a person based on his or her group membership. Groups include gender, race, ethnicity, age, religion, sexual orientation, disability status, physical characteristics, poverty, social class, socio-economic status, nationality and immigration status - bad
• Discrimination, acting on the basis of a stereotype in a way that harms a person - bad.
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Economic Factors
• General, e.g. rate of change in the labor
market - influences stability of occupational
knowledge
• Personal, e.g.
– influence of poverty on housing, health care,
and childcare
– difficulty in funding education and training
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Organizational Factors
• Size, e.g., large organizations with an
internal employment market
- more options, more complexity
• Organizational culture, e.g., amount of
support provided for career development -
less support, more complexity
• Stability, e.g., less predictable opportunity
structure, more complexity
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Readiness Model Complexity (high)
Capability
(low) (high)
(low)
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Readiness Model Complexity (high)
Capability
(low) (high)
High readiness
No support needed
(Self-Help mode)
(low)
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Readiness Model Complexity (high)
Capability
(low) (high)
Moderate readiness
Moderate to low degree
of support needed
(Brief Staff-Assisted
Services)
(low)
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Readiness Model Complexity (high)
Moderate readiness
Moderate to low degree
of support needed
(Brief Staff-Assisted
Services)
Capability
(low) (high)
(low)
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Readiness Model Complexity (high)
Low readiness
High degree of
support needed
(Individual Case-
Managed Services)
Capability
(low) (high)
(low)
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Readiness Model Complexity (high)
Low readiness Moderate readiness
High degree of Moderate to low degree
support needed of support needed
(Individual Case- (Brief Staff-Assisted
Managed Services) Services)
Capability
(low) (high)
Moderate readiness High readiness
Moderate to low degree No support needed
of support needed (Self-Help mode)
(Brief Staff-Assisted
Services)
(low)
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A Generic Sequence for Services
1. Initial interview
2. Preliminary assessment
3. Define problem and analyze causes
4. Formulate goals
5. Develop individual learning plan (ILP)
6. Execute individual learning plan
7. Summative review and generalization
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Initial Interview
Gain qualitative information about
the person's career problem
Screening also occurs at this step
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Initial Interview
The process of screening can
be simple or involved
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Initial Interview
“What brings you here today?”
“I would like to find information comparing
the starting salaries of accountants and
auditors.”
Concrete request with no problems
apparent
No further screening needed -
refer to self-help services
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Initial Interview
Problematic use of resources detected
by staff,
"Are you finding the information you
need?"
If problems are apparent, more careful
screening then occurs.
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Initial Interview
“I have changed programs of study
several times and I am uncertain
about the future.”
Vague request - potential problems
More careful screening needed prior
to delivering services
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Initial Interview
"Could I see information on the job
outlook for computer programmers?"
Would not require comprehensive
screening
"I am having difficulty in my field of study
and I need to learn about my options"
Would require comprehensive screening
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Preliminary Assessment
Screening instrument used to provide
information about the individual's
career problem and readiness for
career choice
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Screening (Comprehensive)
Characteristics of effective screening
instruments
• being relatively quickly administered
• being hand scorable
• having appropriate norms
• relatively inexpensive
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Preliminary Assessment
Selected Hand-Scoring Screening Measures
Career Decision Scale
My Vocational Situation
Career Decision Profile
Career Factors Inventory
Career Beliefs Inventory
Career Attitudes and Strategies Inventory
Career Maturity Inventory-Revised
Career Thoughts Inventory
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Define Problem & Analyze Causes
Understand the problem as a gap
between where the person is and
where the person needs to be
Consider possible causes
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Formulate Goals
The counselor and the individual
develop goals to narrow the gap
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Develop an Individual Learning Plan
Help the person to identify a
sequence of resources and activities
to meet the person’s goals
Individual Learning Plan or
Individual Activity Plan is
Not a Personal Career Plan or an
Individual Career Plan
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Potential Advantages of ILP Use
• Link resources to goals
• Promote client-practitioner
collaboration
• Model brainstorming in problem
solving
• Monitor progress of the individual
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Potential Advantages of ILP Use
• Enhance staff training and
supervision
• Provide evaluation and
accountability data
• Promote creativity in choosing
resources
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Potential Advantages of ILP Use
• Promote the individual’s self-esteem by
– actively involving the individual in
planning
– briefly explaining the potential
outcomes of resource use
• Reduce the anxiety of the individual by
providing a concrete plan for services
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Execute Individual Learning Plan
Follow-through with the ILP
The practitioner provides
– encouragement,
– information,
– clarification,
– reinforcement, and
– planning for future experiences
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Summative Review & Generalization
Discuss progress toward achieving
goals
Make plans for future use of career
services
Discuss future use of problem-
solving skills
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Effective Career Interventions
• Since individual needs vary,
effective career interventions should
vary among individuals
• Similar services for each individual is
not likely to effectively meet needs
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Intervention Options
• Self-Help Services
• Brief Staff-Assisted Services
• Individual Case-Managed Services
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42
Self-Help Services
• High decision making readiness
• Little or no assistance needed
• Guided by the user
• Served in library-like or remote setting
• Selection and sequencing by resource
guides
• Records kept - Aggregate data for
program evaluation and accountability
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108
Self-Help Services
• Self-help career services
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Brief Staff-Assisted Services
• Moderate decision making readiness
• Minimal assistance needed
• Guided by a practitioner
• Served in library-like, classroom, or group
setting
• Selection and sequencing by ILP
• Records kept - Aggregate data for
program evaluation and accountability
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110
Brief Staff-Assisted Services
• Self-directed career decision making
• Career course
(with large group interaction)
• Group counseling (short term)
• Workshop
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Self-Directed Career Decision Making
Use of information and self-
assessment resources by an
individual in a library-like setting with
staff support
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Self-Directed Career Decision Making
Client-focused flexibility is a key
characteristic
• An individual can decide to see the same
staff member by returning the next time
the staff member is on duty
• Or, an individual can return any time the
center is open and see a staff member on
duty
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Self-Directed Career Decision Making
Client-focused flexibility
• Individuals are not required to conform
to scheduled appointments each week
• Individuals (with staff input) decide how
much time is needed to use resources
and to seek staff assistance.
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Self-Directed Career Decision Making
Advantages:
• High volume of individuals served
• Staff with varying skill levels can be used
• Responsiveness to high and low demand
• Accommodates individuals working together
• Lower service delivery cost
• Emphasizes the responsibility of the
individual
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Self-Directed Career Decision Making
Success depends on:
• Moderate level of client readiness
• Good instructional design of assessment
and information resources
• Common staff training
• Staff teamwork
• Staff self-confidence
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Misconceptions about Self-Directed
Career Decision Making
• Individuals will not self-disclose in an
open library-like setting
• It will be very disruptive if an individual
becomes emotional
• Helping relationships need to be
developed with one individual at a time
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Individual Case-Managed Services
• Low decision making readiness
• Substantial assistance needed
• Guided by a practitioner
• Served in an individual office, classroom,
or group setting
• Selection and sequencing by ILP
• Individual records kept
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112
Individual Case-Managed Services
• Individual counseling
• Career course
(with small group interaction)
• Group counseling (long term)
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Screening & Selecting Options
Individual Choice Figure 1
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Screening & Selecting Options
Individual Choice Figure 1
Independent Use
of the Internet or
Other Resources
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Screening & Selecting Options
Individual Choice Figure 1
Brief Screening
Career Center Reception
Self
Referral
Independent Use
of the Internet or
Other Resources
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Screening & Selecting Options
Individual Choice Figure 1
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Screening & Selecting Options
Individual Choice Figure 1
Brief Screening
Career Center Reception
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Screening & Selecting Options
Individual Choice
Self-Help
Services
Figure 1
Brief Screening
Career Center Reception
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Screening & Selecting Options
Comprehensive Screening
Career Center Library
Individual Choice
Self-Help
Services
Self or Staff Referral
Figure 1
Brief Screening
Career Center Reception
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Screening & Selecting Options
Comprehensive Screening
Career Center Library
Individual Choice Figure 1
Brief Screening
Career Center Reception
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Screening & Selecting Options
Comprehensive Screening
Career Center Library
Individual Choice
Self-Help
Services
Figure 1
Brief Screening
Career Center Reception
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Screening & Selecting Options
Comprehensive Screening
Career Center Library
Individual Choice
Brief
Staff-Assisted
Services
Figure 1
Brief Screening
Career Center Reception
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Screening & Selecting Options
Comprehensive Screening
Career Center Library
Individual Choice
Individual
Case-Managed
Services
Figure 1
Brief Screening
Career Center Reception
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Screening & Selecting Options
Comprehensive Screening
Career Center Library
Individual Choice
Self-Help
Services
Brief
Staff-Assisted
Services
Individual
Case-Managed
Services
Self or Staff Referral
Figure 1
Brief Screening
Career Center Reception
![Page 66: Designing Career Services to Cost-Effectively Meet ... · A Better Approach Limiting staff time in delivering individual case-managed services ... support provided for career development](https://reader034.vdocuments.us/reader034/viewer/2022050508/5f98faf9e64e6a12fe00ef74/html5/thumbnails/66.jpg)
Screening & Selecting Options
Comprehensive Screening
Career Center Library
Individual Choice
Self-Help
Services
Brief
Staff-Assisted
Services
Individual
Case-Managed
Services
Self or Staff Referral
Figure 1
Brief Screening
Career Center Reception
Self
Referral
Independent Use
of the Internet or
Other Resources
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Matching Service Levels to Needs
• High readiness -
self-help services
• Moderate readiness -
brief staff-assisted services
• Low readiness -
individual case-managed services
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Taxonomy of Decision States
• Decided
• Undecided
• Indecisive
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Decided Individuals
• Can specify a choice
• But may need help to clarify
or implement
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Decided-Confirmation
• Able to specify a choice,
• But wish to confirm or clarify
appropriateness
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Decided-Implementation
• Able to specify a choice
• But who need help with
implementation
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Decided-Conflict Avoidance
• Present as decided to reduce
conflict and stress, when
undecided or indecisive
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Undecided Individuals
• Cannot specify a choice
• Need self, occupational, and
decision-making information
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Undecided - Deferred Choice
• Unable to choose
• But have no need to make a
choice
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Undecided - Developmental
• Need to choose
• Are unable to commit
• Lack self, occupational, and/or
decision-making knowledge
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Undecided - Developmental
Rather than dysfunctional,
these individuals do not have
the knowledge or experience to
make a choice
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Undecided - Multipotential
• Characteristics of undecided
• Along with an overabundance
of talents, interests, and
opportunities
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Undecided - Multipotential
• Often overwhelmed with
available options
• May experience pressure from
significant others for high
levels of achievement
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Indecisive Individuals
• Cannot specify a choice
• Typically need information
• Also have a maladaptive
approach to decision making
in general
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Indecisive Individuals
• Similar to undecided
individuals with knowledge
gaps
• Differ with more negative self-
talk, attentional deficits, or
confused thoughts
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Indecisive Individuals
Executive processing limits the
development of decision-making
skills, occupational knowledge,
and self-knowledge
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Taxonomy of Decision States Decided Individuals
1) Confirmation
2) Implementation
3) Conflict Avoidance
Undecided Individuals 1) Deferred Choice
2) Developmental
3) Multipotential
Indecisive Individuals
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83
Matching Service Levels
to Decision Status
Decided and undecided individuals are
best served by self-help and brief
staff-assisted services
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84
Matching Service Levels
to Decision Status
Indecisive individuals are best served
by individual case-managed services
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Similarities Among Interventions
• Use of the Pyramid & CASVE cycle
• Practitioner use of helping skills
• Relationship development
• Use of assessment resources
• Use of information resources
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Similarities Among Interventions
• Awareness of external influences on
career choice
• The value of taking time to reflect on
learning
• Client follow-through continues after
service delivery
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Selecting Career Interventions
The goal of this model is to avoid
overserving or underserving
individuals by using screening to
match needs with services
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88
Cost-Effective Services
The right resource
used by the right person
with the right level of support
at the lowest possible cost
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For Additional Information
www.career.fsu.edu/techcenter/
Thank You