APSE Updated CESP Exam Questions and Answers by safiya

 The first step that you should take in helping this worker improve her job performance is to ask a bilingual Hispanic co-worker what cues she uses to distinguish the toiletries. This option follows the core values and principles of employment support, such as individualization, natural supports, and respect. It recognizes the worker’s cultural and linguistic background, and it seeks to find a solution that is based on her strengths and preferences. It also utilizes the existing resources and relationships in the workplace, and it promotes the worker’s independence and inclusion.

The other options are not as good as option A, for the following reasons:

• Option B: Asking the manager for an accommodation by substituting another job duty for the one that she is having difficulty completing is not a bad option, but it is not the first step that you should take. This option may imply that the worker is not capable of performing the original job duty, and that she needs a special favor or exception from the employer. This option may also limit the worker’s career development and satisfaction, as it may not match her interests or goals. Therefore, this option should be considered only after exploring other possible solutions, such as option A.
• Option C: Asking the manager if the worker can be paired with a co-worker to be her natural support for completing her daily job duties is also not a bad option, but it is not the first step that you should take. This option may depend on the availability and willingness of the co-worker, and it may create a dependency or a burden for the co-worker. This option may also reduce the worker’s autonomy and confidence, as it may suggest that she cannot do the job on her own. Therefore, this option should be considered only after exploring other possible solutions, such as option A.
• Option D: Talking with the individual to determine if the job is a good match and if she needs to look for another job is not a good option, as it does not follow the core values and principles of employment support, such as empowerment, career development, and quality outcomes. This option may discourage the worker and undermine her achievements and potential. It may also create a negative impression of the worker to the employer, and it may jeopardize the worker’s employment status and income. Therefore, this option should be avoided unless there is no other way to resolve the issue.

References:

• APSE CESP Practice Exam
• APSE CESP Exam Content Outline
• APSE CESP Study Guide

The best approach would be to arrange for another benefits analysis to inform the individual how the raise will affect his benefits. A benefits analysis is a service that provides information on how work and earnings may impact the eligibility and amount of SSDI and other public benefits, such as Medicare, Medicaid, food stamps, or housing assistance. A benefits analysis can also explain the various work incentives and programs that are available to help SSDI recipients transition to work without losing essentialbenefits and supports. For example, SSDI recipients may qualify for a trial work period, an extended period of eligibility, an expedited reinstatement, or an impairment-related work expense deduction12. A benefits analysis can help the individual and the employment support professional plan for future goals and needs, such as saving for education, training, or assistive technology.

The other options are not appropriate for the employment support professional to do because:

• A. Asking the employer not to give him the raise may be seen as disrespectful or discouraging to the individual’s work performance and career advancement. It may also create conflict or mistrust between the individual and the employer or the employment support professional. The individual has the right to accept or decline the raise based on his or her own preferences and informed choices.
• B. Doing nothing, because the Social Security office will learn about the raise when he files his taxes, may be risky or irresponsible for the individual and the employment support professional. The individual is required to report any changes in his or her work and earnings to the Social Security office as soon as possible, as they may affect his or her SSDI eligibility and amount. Failing to report changes in a timely manner may result in overpayments, underpayments, penalties, or termination of benefits34.
• D. Reminding the individual to inform the Social Security office about the raise may be helpful, but not sufficient, to address the individual’s concerns and questions about how the raise will affect his or her benefits. The individual may need more detailed and specific information on how the raise will affect his or her current and future benefits and supports, and what work incentives and programs he or she may be eligible for or need to apply for. The employment support professional should also follow up with the individual and the Social Security office to ensure that the information is reported and processed correctly. References:
• Working While Disabled: How We Can Help
• The Rules for Working While Receiving Social Security Disability
• Income Limits for SSDI Benefits
• Working Part-Time While Getting Disability Benefits

The best sustainable structured activity for this situation is to coach the material handler to build relationships with co-workers who take lunch and return to work at the same time. This option supports the core values and principles of employment support, such as self-determination, inclusion, and natural supports. By encouraging the material handler to socialize with his co-workers, he can benefit from peer modeling, accountability, and positive reinforcement. He can also feel more connected and valued at his workplace, which can increase his motivation and satisfaction. This option is also sustainable, as it does not rely on external or artificial interventions that may not be available or effective in the long term.

The other options are not as good as option A, for the following reasons:

• Option B: Referring to an assistive technology person to inquire if anything can help with time management is not a bad idea, but it may not be the most effective or appropriate solution for this situation. Assistive technology can be helpful for some individuals with disabilities who need specific tools or devices to perform their job tasks, but it may not address the underlying reasons why the material handler is returning late from lunch breaks. Assistive technology can also be costly, inaccessible, or incompatible with the work environment or the individual’s preferences. Therefore, this option is not the best sustainable structured activity for this situation.
• Option C: Having a parent, friend, or job coach call him to monitor time spent on lunch is not a good option, as it violates the core values and principles of employment support, such as self-determination, dignity, and respect. This option implies that the material handler is not capable of managing his own time or making his own decisions, and that he needs constant supervision or reminders from others. This option can also create dependency, resentment, or embarrassment for the material handler, and can damage his relationship with his employer or co-workers. Therefore, this option is not a good sustainable structured activity for this situation.
• Option D: Instructing the supervisor to remind him when to return to work is also not a good option, as it does not support the core values and principles of employment support, such as empowerment, inclusion, and natural supports. This option places the responsibility andburden on the supervisor, who may not have the time, skills, or interest to do so. This option can also create conflict, tension, or mistrust between the material handler and his supervisor, and can undermine his autonomy and confidence. Therefore, this option is not a good sustainable structured activity for this situation.

References:

• APSE CESP Practice Exam
• APSE CESP Exam Content Outline
• APSE CESP Study Guide

Networking is the process of establishing and maintaining relationships with people who can provide information, leads, or referrals for potential employment opportunities1. An employment support professional can use networking as a strategy to identify and access the hidden job market, which consists of jobs that are not advertised or posted publicly2. By attending a local Chamber of Commerce event, an employment support professional can meet and interact with local business owners, employers, and other professionals who may have information about current or future job openings, or who may be interested in hiring a job-seeker that the professional supports. This activity is an example of networking, as it involves building connections and exchanging information with potential sources of employment3. References: 1: Developing peer support in the community: a toolkit - Mind 2: TIES Peer Engagement Practice Guides - Institute on Community Integration 3: Understanding and Configuring MSDP - Cisco Community

Labor market data is the collection and analysis of information about the supply and demand of labor in different occupations, industries, and locations. Labor market data can provide information on various aspects of employment, such as wages, hours, skills, education, training, and projections. Among the four options, only earnings are directly related to labor market data, as they reflect the compensation of workers for their labor. Accommodations, transportation, and retirement benefits are not provided by labor market data, as they are not directly related to the value of labor, but rather to the living conditions, mobility, and future security of workers. References:

• U.S. Bureau of Labor Statistics
• Economic and Labor Market Data | U.S. Department of Labor
• OECD Employment and Labour Market Statistics