Workforce Crisis

Completed

• Provide multiple application pathways (virtual, in-person, hybrid)
• Utilize text messages to support applicant engagement
• Create a phased application process, deepening engagement and commitment at each step

In Progress

• Recruit at events, at office locations, and by using buttons and other visuals
• Hire DSPs as recruitment ambassadors
• Build partnerships to connect with target audiences
• Build up an online recruitment presence

Completed

• Ensure applicants can speak with a "real" person at any time
• Invest in non-traditional postings, like community newsletters and school job boards

In Progress

• Review required training to ensure accessibility (including other languages)
• Create a formal peer mentoring process for new hires
• Introduce new employees to people supported, families, and other team members

Completed

• Reduce Orientation time commitment and focus on creating connection

In Progress

• Create career ladders with increasing responsibilities and financial incentives
• Highlight career ladders in recruitment efforts
• Create paid internships for entry-level openings
• Offer professional development designed to provide skills required for next career step

In Progress

• Pay scheduled overtime and create more flexible schedules

Completed

• Develop a formal "temp to hire" program

In Progress

• Train people with disabilities to become Direct Support Professionals

In Progress

• Create paid training program for people with disabilities to become DSPs
• Research internships and brainstorm how interns can be utilized at The Arc

Completed

• Become a host site for Maryland DSCI Maryland Corps program (only 1 year)

In Progress

• Create DSP levels with differing qualifications and pay rates

In Progress

• Evaluate existing DSP career ladder programs/opportunities already available
• Create and implement a DSP career ladder specific to The Arc Montgomery County
• Identify experience (paid/ unpaid) which can count toward supervision/promotion requirements

In Progress

• Create formal mentorship program utilizing successful employees

Completed

• Hire Onboarding Manager to focus on successfully transitioning newly hired employees
• Return to in-person training (or virtual training at HQ with support)

In Progress

• Include professional goals in performance evaluations

Completed

• Survey employees to capture their level of engagement

In Progress

• Support interdepartmental team building

In Progress

• Review currently available survey data and share with employees
• Develop new surveys which focus specifically on front-line employee needs
• Improve participation rates by delivering surveys to people where and when they work

Completed

• Participate in Energage survey annually to identify trends and concerns

In Progress

• Provide a menu of benefits and allow employees to select what they need/want
• Identify and implement ways to support a largely immigrant workforce
• Implement self-scheduling to provide more flexibility
• Create permanent, full-time floater positions in all departments

Completed

• Restructure holiday leave policy to better suit a variety of faiths and priorities

In Progress

• Create and implement policies which specifically support front-line supervisors
• Partner with community vendors to offer discounts to employees
• Partner with other organizations to offer free/low-cost information and ongoing support
• Support employees with policies and procedures that are low-cost but offer high-impact

Completed

• Share information about currently available benefits frequently and regularly

In Progress

• Implement formal training for all supervisors on policies and procedures

In Progress

• Implement formal training for new supervisors focused on transitioning to a management role
• Implement specific training for managers who interview candidates
• Implement formal certification training for identified positions