When you write a guide in a context of labor shortage and a pandemic breaks out, how do you adjust?

The pandemic has muddied the waters of the job market. Despite this, almost all of the jobs lost during the pandemic have been found. The unemployment rate is still at its lowest. The labor shortage is therefore here to stay in several sectors. Less specialized jobs such as those in factories, production lines or others are more often requested by job seekers with atypical needs (PBA), but their skills can cast a wider net.

Your book focuses on the integration of people with atypical needs (PBA). Who are they and what are their particularities on the job market?

These are people whose behavior is not what you would necessarily expect. They do not necessarily fit the mold of the job market. They have different realities such as neurodevelopmental disorders (autism spectrum, ADHD), learning disabilities, mental health problems, psychosocial problems or delinquency, among others. To integrate and perform well, they need a little help from the employer.

How do you suggest employers be resourceful and open to hiring them?

The benefits outweigh the costs if we are willing to make a small shift in our vision of productivity. It is an investment in time up front that will pay off in the long run.

With good coaching, PBAs will live up to their counterparts. Just bet on people who, at first glance, will not seem productive, but who will be competent and who will offer great loyalty and commitment.

An empty position will always cost the employer more.

How do you demonstrate that hiring PBAs can be a “plus” for employers?

Bringing a culture of openness and empathy into a company gives a new boost to the team. Employers are not necessarily ready to hear this, because they think it is utopian. However, it can be so rewarding to say to yourself: I am making a difference for my 50 employees, I am offering them a pleasant living environment in which it is possible to name their needs.

People with atypical needs form a workforce ready to fill positions and help avoid closing a shift. The will is there, the skills too. We have this opportunity to open ourselves to this culture of inclusivity that, I hope, will remain present even after the shortage.

How do we find these candidates?

Once the desire is there, the first step is to surround yourself with people who have the answer to this question. There are so many organizations and great employability partners who are very familiar with this pool of candidates. They support the employer in developing a recruitment, integration and job retention strategy in order to create a win-win partnership. They will make them aware of the importance of gradual, personalized integration and even mentoring.

What advice would you give to future employers so as not to offend PBAs in their dealings?

In my book, I talked about them as I would about anyone else who has their potential and their limitations. My advice to employers would be to stay humble, attentive and honest. “This is the first time I have had to consider needs like yours. I would like you to tell me about it,” can be a great way to open the discussion.

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Four Steps to Hiring PBAs

1. Go get a resource

At Trajectoire-Emploi, we have estimated that ⅔ of our clientele would need coaching to move towards this employee profile. We must solicit employment assistance organizations or those that work to represent people with special needs to experience potential success. There are some in all regions of Quebec. The book also concludes with a directory of organizations.

2. Make a suitable job offer

Right from the start, it should be mentioned that we are open to different profiles and that we offer ways to promote gradual integration. Ideally, offer part-time jobs that are more suitable for PBAs. Avoid formulas like “must tolerate pressure” and instead demonstrate openness and flexibility by promoting adapted environments or relaxation areas, for example.

3. Know how to conduct an appropriate interview

I suggest being accompanied by a resource person you have sought out in order to establish a positive initial contact. It may also be useful to rethink the format of the interview. If you are dealing with anxious or hyperactive people, you can do the interview while walking while visiting the company, for example. The candidate will feel less pressure and will be able to see the workstations. It would also be suggested to review your list of questions. Instead of asking where the person sees themselves in five years, for example, you can focus on their needs: what could your past employers have done differently to make it work? What would you need on a daily basis? How do you see your first day? You will learn what environment they perform in, what their learning style is, how they relate to others, etc.

4. Prepare for the arrival of the new employee

A to-do list may not be the ideal format for someone with learning disabilities. Creating tools and visual cues to help them complete their tasks can be much more helpful. There is no limit to the creativity that can be shown. For example, you can make tutorials, drawings, color codes. For me, mentoring is part of the philosophy of openness and inclusion to be integrated and made into a system: that mentors are chosen for their qualities, that they have an interest in connecting with others, that they set up a guide with deadlines and goals, that they are freed from their tasks during this time, among other things.

5. Keep them

Maintaining openness and offering recognition is essential. It is important that assessments are adapted and compared to the person's performance and not that of others. They must be stimulated, offered training, by showing them that we have confidence in their potential to develop.