Job Development for the Hard-To-Employ. Policy Papers in Human Resources and Industrial Relations, 11.

In this guide to job development for the hard-core unemployed, activities, personnel qualifications, and other necessary elements of effective action before, during, and after placement are discussed with reference to the needs of hard-to-place clients and prospective employers. Role structures are prescribed for an ideal job development team consisting of a job market analyst, specialists in employment and placement, and a job coach to help guide and evaluate trainee progress. Problems in preparation and planning, management of staff members, and the handling of resources are briefly noted. Four basic considerations in approaching employers are set forth: (1) shaping appropriate employer perspectives; (2) preparing for initial contacts with employers; (3) technical assistance to facilitate the employment of workers hard to place; (4) enlisting employers' active commitment to job development. Problems and requirements of job development in rural areas, resource integration of organized labor into job development efforts, and new careers and subprofessionalism in the public sector, are also described. The JOBS NOW project in Chicago, with its stress on maximum autonomy in decision making at all levels, is presented as an organizational model. Four tables are included. (ly)