Collaborative Approach to Success

Els for Autism Job Coaches help employers navigate unfamiliar territory of onboarding, orientation, training, and managing employees with autism. During the initial phases of onboarding and training, the Job Coach may need to provide on-site support for an entire shift. As the employee becomes independent, the Job Coach will discuss a plan with the employee’s manager to gradually reduce their time spent at the worksite.

The Role Of The Job Coach

• Job Coaches are employed and assigned by Els for Autism. Managers, trainers, and co-workers should speak directly to the employee when communicating. Job Coaches are available to facilitate communication but not as a substitute for communicating directly with the employee. Job Coaches are a resource to support the employer and are not employees of the host organization. Job Coaches are not there to perform the work for the employee or to answer for the employee.

• In addition to providing job aids and other useful resources, Job Coaches are available to assist employers with onsite training and performance support.

• A walkthrough of the worksite with the Job Coach provides valuable insights that will facilitate a more successful onboarding experience and positive work environment.

• Initially, Job Coaches may begin by visiting the worksite more frequently to ensure the employee is adjusting to the job, staying on task, and meeting performance expectations. As the employee acclimates to the work environment, key personnel, and assigned job duties, Job Coaches will lessen the frequency of their visits. Typically, Job Coaches are able to gradually reduce the frequency of visits to once per week or less, as the employee acclimates to the work environment.

• The goal is for employees to become fully independent and no longer need support from a Job Coach.

Performance Management Parternship

• Employers are encouraged to maintain regular communication with the Job Coach regarding performance feedback and other job-related updates.

• Adjusting to changes in the workplace, such as a newly assigned manager, schedule adjustment or new job duties may prove more challenging for a person with autism. Inform the Job Coach of any upcoming expected changes that will impact the employee’s normal work schedule or routine. The Job Coach can assist the employer in preparing the employee for the change and may suggest increasing the frequency of their site visits during the transitional period.

• Maintaining open lines of communication is an essential component of successful performance management. If the manager experiences concerns regarding the employee’s integration to the organization or job performance, they should promptly schedule a meeting with the employee and Job Coach.

• Discuss the supports and job aids in place and any re-training or accommodations that may be beneficial. A slight schedule modification, clarification of performance expectations or additional accommodations are simple solutions that may positively impact the employee’s performance. Establish a timeframe for implementation of any necessary accommodations and review of the employee’s job performance.

• Employers experiencing concerns relating to job performance or workplace integration are encouraged to use the supports available through the Foundation. Job Coaches and the Adult Services team will work with each employer to determine appropriate solutions tailored to individual work settings and employees.

• If it is ultimately determined that the position or employment relationship is not a good fit, the employer should provide objective feedback that will assist with the employee’s future job placement.

• In managing all employees, it is important to adhere to your company’s established policies and procedures. Consult your human resources professional and/or ADA resource provider for work-related concerns pertaining to the employment of individuals with disabilities.

Communication About & With Persons with Autism

Employers are encouraged to educate their teams on the importance of “People First Language” when communicating with and about an individual with a disability. People First Language emphasizes the person first, not the disability. For example, when referring to an individual with autism, refer to the person by using phrases such as, “a person who has…” or “a person with…” Even if a person with autism says, “I’m Autistic,” it is still best practice to continue using People First Language.

People First Language Language To Avoid

Person with autism

Person with a disability

Person with an intellectual or developmental disability

Person who is successful or productive

The

Autisticperson

Disabledperson,handicapped

Slow,retarded,afflictedorspecialperson

Personwhohasovercomehis/herdisability

Emotional Regulation at Work

It is common for people to experience a variety of emotions throughout the day. Over time, we learn to monitor, evaluate, and modify our emotions to function effectively and appropriately within our environment. These skills are particularly important at work, where a person may face challenging, new, and potentially stressful situations. For individuals with autism, these daily emotional regulatory functions are often more challenging due to difficulties with communication or problem solving. A person with autism may display unconventional behaviors to maintain emotional regulation.

• Unconventional Verbal Behavior: Echolalia is the repetition of speech produced by others. Perseverative speech, or scripting, is repetition of speech that is produced cyclically. You may also see vocalizations, such as humming or laughing.

• Repetitive Motor Movements: You may see self-stimulatory behavior, sometimes referred to as “stimming,” such as hand flapping, rocking, skipping or spinning. These behaviors can be compared to more socially accepted behaviors, such as foot tapping and hair twirling.

Accommodations To Enhance Regulation

If an employee is showing signs of dysregulation in a given environment, his or her Job Coach will observe to see if accommodations are needed, especially if behaviors are impacting the employee’s ability to perform assigned work tasks safely. A visual support, such as the sample shown to the right, can be introduced to identify when and where it is appropriate to perform the self-stimulatory behavior.