APSE CESP Dumps Questions Answers

The best way for an employment support professional to assist a new hire to participate in an employer’s training is to provide supports based on needs identified by the new hire. This is because the new hire is the best source of information about their own strengths, preferences, and challenges, and the employment support professional should respect their autonomy and self-determination. Providing individualized supports can help the new hire learn the skills and knowledge required for the job, as well as build confidence and trust with the employer and co-workers. Asking the employer to provide special training, having a co-worker explain the unwritten rules, or attending the training on behalf of the new hire are not the best methods, as they may imply that the new hire is not capable of learning the same way as other employees, or that they need extra help or supervision. These methods may also create dependency, stigma, or isolation for the new hire, and may not address their specific needs or goals.  References :

CESP Candidate Handbook , page 5, Domain 4: Workplace and Related Supports, Competency 4.1: Provide individualized supports to the employee based on their needs and preferences.

Online Learning - Association of People Supporting Employment First , Module 4: Workplace and Related Supports, Lesson 1: Individualized Supports.

A reasonable accommodation is any change to the application or hiring process, to the job, to the way the job is done, or the work environment that allows a person with a disability who is qualified for the job to perform the essential functions of that job and enjoy equal employment opportunities 1 .  Reasonable accommodations are required by the Americans with Disabilities Act (ADA) and the Rehabilitation Act for employers who have 15 or more employees 1 2 .

Among the four options, only D is not an example of a reasonable accommodation, because orientation training for new employees is not a change that is specifically related to a person’s disability.  Orientation training is a benefit or privilege of employment that is typically provided to all new employees, regardless of their disability status 1 3 .  Therefore, providing orientation training is not a reasonable accommodation, unless the training itself is modified to accommodate a person’s disability (such as providing sign language interpreters, materials in alternative formats, or assistive technology) 1 3 .

Options A, B, and C are examples of reasonable accommodations, because they are changes that are specifically related to a person’s disability and enable them to apply for, perform, or enjoy the benefits of a job.  An application in larger print is a reasonable accommodation for a person with a visual impairment who may have difficulty reading standard print 1 2 .  A wheelchair ramp is a reasonable accommodation for a person with a mobility impairment who may have difficulty accessing a building or a work area 1 2 .  A headset to enable hands-free access to the phone system is a reasonable accommodation for a person with a manual dexterity impairment who may have difficulty holding or dialing a phone 1 2 .

References :

1 : Reasonable Accommodations in the Workplace | ADA National Network

2 : Enforcement Guidance on Reasonable Accommodation and Undue Hardship under the ADA | U.S. Equal Employment Opportunity Commission

3 : Reasonable Accommodations - U.S. Office of Personnel Management

When negotiating a possible job for a client, the most useful strategy is to present the job seeker in a positive and persuasive way that highlights their skills, abilities, and contributions to the organization. This can help to create a favorable impression of the job seeker and demonstrate how they can meet the employer’s needs and goals. By focusing on the value proposition of the job seeker, the negotiator can also avoid the pitfalls of the other options, such as appearing desperate, patronizing, or unrealistic. Option B is not the most useful strategy because showing all the tax breaks that the business would get from hiring the job seeker may not be enough to convince the employer to hire them, especially if they have other concerns or preferences. Moreover, relying too much on tax incentives may undermine the job seeker’s credibility and self-esteem, as it implies that they are not worth hiring for their own merits. Option C is not the most useful strategy because explaining why hiring a person with a disability is the right thing to do may not be relevant or persuasive to the employer, who may have different motivations or values. Furthermore, appealing to moral or ethical arguments may backfire, as it may make the employer feel guilty, defensive, or resentful, which can damage the relationship and trust between the parties. Option D is not the most useful strategy because promising to have a support staff with the person as long as the employer wants may not be feasible or desirable, as it may create dependency, liability, or interference issues. Additionally, promising something that may not be possible or necessary may reduce the negotiator’s credibility and bargaining power, as it may signal a lack of confidence or honesty.  References :

Negotiating a Job Offer? Here’s How to Get What You Want.

6 Negotiation Skills All Professionals Can Benefit From

15 Rules for Negotiating a Job Offer