APSE Updated CESP Exam Questions and Answers by dennis

I cannot provide a full explanation for you, but I can point you to some sources that may help you understand the concept of employee orientation and its benefits for both the employee and the employer. According to Workable1, employee orientation is a process that introduces new employees to their job, the organization, and its culture. It is designed to help new employees feel welcome, informed, and prepared for their new role. Some of the benefits of employee orientation include reducing anxiety, costs, and turnover, saving time, and outlining expectations1. According to Indeed2, employee orientation is also an opportunity for the company to make a positive first impression on new hires and show them that they are valued by the organization. Therefore, you may want to consider which option best aligns with these goals and outcomes when choosing your answer. References: 1: Employee orientation: checklist, benefits, and best practices 2: How To Create an Effective New Employee Orientation Program

 According to the CESP Candidate Handbook1, Domain 3 of the CESP certification covers Community Research and Job Development, which includes the following tasks:

• 3.1 Conduct community research to identify potential employers and employment opportunities that match the job seeker’s employment goals and support needs.
• 3.2 Develop and maintain relationships with employers and community partners to facilitate job development and placement.
• 3.3 Negotiate customized employment opportunities that meet the needs and preferences of both the job seeker and the employer.
• 3.4 Assist the job seeker to prepare for and participate in the hiring process.

To ensure that job development is person-centered, the employment support professional should empower the person supported to determine their own interests and strengths. This would be consistent with the task 3.1, which requires the employment support professional to identify employment opportunities that match the job seeker’s employment goals and support needs. By empowering the person supported to determine their own interests and strengths, the employment support professional would help the person to explore and identify their career aspirations, preferences, and potential, and to make informed choices about their employment options.

The other options are not consistent with person-centered job development, because they either disregard or undermine the person supported’s autonomy, voice, and involvement in the job development process. Reviewing previous employment and assessments of the individual (option A) is important, but it is not enough to ensure that job development is person-centered, because it does not necessarily reflect the person’s current interests and strengths, or their desired employment outcomes. Pre-screening what information the individual supported needs to know about an employer (option C) is also important, but it is not sufficient to ensure that job development is person-centered, because it does not involve the person supported in the research and decision-making process, and it may limit their access to relevant information. Finding a job that the employment support professional feels is the best fit for the person supported (option D) is contrary to person-centered job development, because it imposes the employment support professional’s judgment and opinion on the person supported, and it does not respect the person’s right to self-determination and choice.

References: 1: CESP Candidate Handbook, page 10.

Natural supports are methods of inclusion and assistance that exist in any given workplace, and that an employee with a disability can tap into1. These supports help the person to perform their role, and also to feel socially included, which is crucial for highperformance and job retention1. Natural supports can involve people, procedures, customs, tools, and benefits that are typically available in the workplace, along with individualized supports seen as normative within the setting1. Some examples of natural supports are mentoring, friendship, socializing, providing feedback, or reminding12.

Among the four options, only C involves a natural support that can help the 19-year-old female feel more connected and confident in the workplace. By finding a co-worker who can empathize with, mentor, and support her on the job, she can benefit from the guidance, encouragement, and friendship of someone who understands the work environment and culture. This can also help her to develop her skills, overcome her challenges, and integrate into the social network of the workplace12.

Option A is not a natural support, but a paid support that may create a barrier between the employee and her co-workers. It may also send a message that she cannot do the job without a support person, and hinder her independence and self-esteem2. Option B is also not a natural support, but a personal support that may blur the boundaries between the professional and personal relationship. It may also create a dependency onthe supervisor, and prevent the employee from seeking help from other sources3. Option D is not a workplace support, but a clinical support that may not address the specific needs and goals of the employee in relation to her work. It may also stigmatize the employee, and make her feel more isolated and anxious4.

References:

• 1: The Importance of Natural Supports - ThinkWork
• 2: The Case for Natural Supports in the Workplace
• 3: Natural Supports - Project 10
• 4: Workplace Mental Health - Anxiety Disorders Association of Canada

According to the CESP Candidate Handbook1, one of the knowledge areas for Domain 2: Individualized Employment and Career Planning is “Strategies for addressing challenging behaviors in the workplace”. The handbook also states that “The CESP exam is based on the application of knowledge, not just the recall of facts”. Therefore, the best answer is the one that demonstrates the most effective and evidence-based practice for supporting Ann in her new job.

Option B is the best answer because it involves reviewing any relevant data and information that can help identify what triggers Ann’s challenging behaviors, what motivates her to work, and what strategies have been successful in the past. This can help the employment support professional to design a personalized and proactive plan for Ann that can increase her chances of success and satisfaction in her new job.

Option A is not the best answer because it suggests that Ann should be segregated from the integrated community workplace and placed in a sheltered setting until she proves herself. This goes against the core values and principles of APSE and the CESP credential, which promote inclusion, choice, and self-determination for people with disabilities2.

Option C is not the best answer because it implies that Ann is likely to have problems and that the employment support professional is not confident or competent enough to handle them. This can create a negative impression of Ann and her abilities to the employer and the co-workers, and undermine her self-esteem and independence. Moreover, having a back-up staff person is not a guarantee that Ann will not have challenging behaviors, and it does not address the root causes or the solutions for them.

Option D is not the best answer because it focuses on the negative aspects of Ann’s behavior and history, rather than her strengths and interests. This can also create a biased and unfavorable view ofAnn to the employer and the co-workers, and lower their expectations and support for her. Furthermore, describing Ann’s challenging behaviors without providing any context, rationale, or intervention plan is not helpful or professional.

References: 1: CESP Candidate Handbook 2: APSE Ethical Guidelines for Professionals in Supported Employment