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Using 'Job Development Agreements' to achieve better employment outcomes and client participation
Editorial by Christian Saint Cyr
National Director / Canadian Job Development Network
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Contracts or written agreements underpin our society and ensure we are accountable to each other in everything from how we're able to use a cell phone app to signing a mortgage to buy a home, the most expensive purchase we hope to ever make.
Employers and employees sign agreements detailing the work that needs to be done; over what period of time; and for how much money. Apprentices and sponsors sign an indentureship agreement specifying the training, time-period, and learning outcomes.
Similarly, having clients participating in a job search program agree to certain performance standards can help ensure greater accountability; more professionalism; and predictable performance.
Perhaps, even as I'm writing this you think, 'that's not very nice. I want this individual to feel good about the work we can do together. Why would I want to do something antagonistic like pulling out a contract they need to sign?'
Contracts are not for people who are at odds. They're for people who've mutually agreed to work together.
In some cases, it's for people who have a very close relationship, where they've agreed to love each other for richer or poorer; in sickness and in health. These contracts are so important, we actually gather together to watch the signing of these contracts.
Contracts help ensure 'perceived-value' for both parties. Person number one can count on person number two to do certain things in exchange for person number one doing something else. A contract stipulates exactly what the two parties can expect and what will happen if either of them doesn't follow-through on what they've agreed to.
In career development we can benefit from an agreement simply to add 'perceived-value' to our time, the services we provide and what we expect of our clients or students.
Statistically, only about 20% of people who find themselves unemployed will participate in a government-funded employment program. In fact, 11% of people who find themselves unemployed will actually pay for similar services to what the could utilize through a government-funded employment program.
I believe this low-uptake is due to a lack of perceived-value for these services, even through the benefit to both clients and employers can be worth thousands of dollars.
The value of your service can be determined by taking your salary, plus all administrative costs such as your office, manager, benefits and dividing it by the number of clients you work with over the course of a year. Each of your clients is getting thousands of dollars in perceived value.
And while you may think the benefit to an employer is a few thousand dollars in wage subsidy or another financial benefit but it's actually a great deal more than that.
Most contingency search firms charge roughly 20-30 per cent of a candidate's first-year salary. In some cases you are providing an employer with tens of thousands of dollars in 'perceived-value'.
Nevertheless, because the expense of many job development services is being paid by government; a college or university; a school district; or non-profit funding agency, job development services can be perceived as not having value. If people don't see value in something, they assume they can take it or leave it.
Can you imagine going to a wedding and the minister says the bride has to take the groom in sickness or in health for richer or for poorer -- but hey, the groom can do whatever he likes. It doesn't sound like a very equitable arrangement, does it?
A 'Job Development Agreement' (JDA) outlines not only what is expected from the job seeker, but also what they can expect from job developer and the career development organization in return. You likely already have a terms of services agreement with the client and perhaps even an action plan, but a JDA should be strong in expectations for both sides.
Just some of the areas you may want to address in a JDA include:
- Communication expectations around how often the client will initiate communication with you
- Having the necessary job search tools such as a resume and cover letter
- Participation in certain workshops
- Timeline for returning calls, texts and emails
- Standard for how online applications are completed
- How frequently the client should engage in job search
- What job search should look like
- Participation in a job club or other networking group
- Attendance at job fairs and other hiring events
- Standards for follow-up with employers
- Professionalism standards around how the client dresses, conducts themself and presents to employers
Many of these elements you won't be able to see for yourself, but it's helpful to make it clear to your client or student what you expect engaged job search to look like.
You should also be prepared for what a client or student can expect in return. These aspects may include:
- Actively marketing them to local employers
- Seeking out job postings and other job opportunities that might be suitable and sharing them within a short period of time
- Following up with employers where the client is getting little traction
- Providing professional guidance on job search methodology and approach
- Regular communication
- Suitable job search supports such as workshops and one-on-one coaching
- Enthusiastic advocacy
The key to all of this is 'perceived-value'. When you meet with a client you need to make it clear that you are providing a valuable resource, that your time is limited and you are prepared to work with the clients who work the hardest with you. You may very well be expected to provide all of your clients with equal service and access to your time, but you want clients walking away thinking they are lucky to be working with you and taking the obligations they just agreed to seriously.
One of the most overlooked aspects of any contract is what is to be done when someone fails to follow-through with what they've agreed to do. In any two-party contract, the person may choose to ignore the failure or enact a financial or other limiting penalty stipulated in the contract.
Your client's penalty is the ability to work with you. In most cases you'll work through challenges and hopefully the client will take their responsibilities more seriously. In some cases you may be able to not work with this individual if they repeatedly fail to do what is expected. Unfortunately, in other cases you'll need to work with this individual regardless of whether they complete what they agree to.
For all of us, there is our effort and then there are our best efforts. Reserve your best efforts for those clients who take your agreement seriously, who actively follow-through and who are always accountable. Make it clear to your clients that you are here to work with those individuals who are willing to work hard themselves. Say to your clients, "when you are diligent, follow-through on your commitments and stay accountable, it gives me the confidence to advocate for you to local employers."
No one wants a free service. If there is no perceived-value, there is no perceived point in following through. There is tremendous value in the work you do and your clients or students should understand they are lucky to be working with you and having you advocate for them.
By utilizing an agreement you not only create clear expectations but you empower your client or student to have a sense of control in their job search. Something is expected of them and they can expect something in return. Having control is directly tied to confidence. Contracts are not about micromanaging clients. Instead, they are about building our clients up and giving them the confidence to advocate on their own behalf.
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We’ll be discussing the job development agreements at our #MotivatingMondays meeting of the Canadian Job Development Network, Monday Mar. 24th at 8:30am Pacific; 9:30am Mountain; 10:30am Central; 11:30am Eastern; 12:30pm Atlantic and at 1pm in Newfoundland.
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On the morning of Monday March 24th 'Click this Link' to join the session LIVE.
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