The Classical Prejudice against Manual Labor

February 8, 2017

manual-labor-2Philosopher and educator, John Dewey, noted in his Ethics that modern culture still maintains classical prejudices against manual labor. Aristocrats in Athens and Rome devoted their ample leisure time to social, political, and military pursuits, leaving the “real” work of enterprise to slaves and women. Though a bit altered today, as Dewey observed, that attitude has survived into the modern day. In both Europe and America, consequently, the “white collar” has routinely enjoyed higher status and economic reward than has the “blue collar.”

Though individuals from either group may experience poverty, that result is often seen among blue collar workers as the natural result of being laborers. This is a prejudicial class distinction that supports the perception that laboring people are less educated, less motivated, and less able than their college-educated, white-collar counterparts. Who might hold such prejudices? Ask laborers who seek poverty assistance from a government or community agency. They will tell you. It is those who provide that very assistance—people with college educations who hold white-collar, social service jobs.


Teach People to Read: An Answer to Recidivism?

February 7, 2017

goodbye-jail

Here are four facts about literacy.  Follow the link below for seven more.

  1. Twenty-five percent of all American children—that’s one in four—will become adults without learning to read;
  2. Two-thirds (66.7%) of students who fail to read proficiently by the 4th grade will go to jail or end up on welfare;
  3. Eighty-five percent (85%) of juveniles who appear in juvenile court are functionally illiterate;
  4. And seventy percent (70%) of all American prison inmates cannot read above the fourth-grade level.

https://www.dosomething.org/facts/11-facts-about-literacy-america

If you find these facts distressing, that’s emotionally healthy.  But hold on.  Your distress is likely to get worse.  The inability to read correlates with poverty, single parent households, youth pregnancy, child abuse and neglect, substance abuse, and even anti-social violence.  Causal connections are tricky.  It’s easy to jump to conclusions.  No one could say that the evidence demonstrates that intensive reading programs would end our social ills.  Nonetheless, a single dysfunctional factor that shows up repeatedly in our most pressing social problems cannot be discounted as the result of chance.

In fact, Dr. Dennis Hogenson, in his peer-reviewed research study of aggression in delinquent boys (“Reading Failure and Juvenile Delinquency”), makes a stark connection between illiteracy and anti-social behavior.  He does this by contrasting the correlation he recorded between reading problems and aggression with a series of other possible explanatory variables that surprisingly made no difference.

“…the present study was unsuccessful in attempting to correlate aggression with age, family size, or number of parents present in the home, rural versus urban environment, socio-economic status, minority group membership, religious preference, etc. Only reading failure was found to correlate with aggression…”   Dennis Hogenson, “Reading Failure and Juvenile Delinquency,” Bulletin of The Orton Society. 24:1974. p. 167.

Consequently, “Reading is Fundamental” is more than just a marketing catch phrase to get children to read.  It’s a key factor in developing employability, emotional maturity, socially adapted behavior, and a range of other positive traits—traits that characterize citizens who obey the law and make positive contributions to society.

The ability to read is simply that important—both personally and socially.  Though certainly not the single cause of crime, functional illiteracy chains people to a life of chronic frustration and failure.  In addition to social ineptness and embarrassment, it completely shuts down avenues of vocational advancement and personal enrichment.  This interferes with rational thinking and adaptive behavior.  As Hogenson’s study predicts, over time this leads to social aggression and violence.  Is it any wonder, therefore, that over two-thirds of the America’s prison population have severe reading difficulty?

This is a failure of the nation’s educational system—one that puts youth on a trajectory to prison—a sort of inmate-in-training track.  The child in elementary school cannot decode and understand the written word.  This goes unremedied.  As the child grows into a youth, frustration in school also grows.  Eventually, the young person drops out of school or perhaps even earns a high school diploma without ever learning to read.  The non-reading youth enters the adult world of work and financial responsibility and is unable to cope.  From failure and frustration, aggression builds.  Ultimately, the untreated reading problem festers into a criminal justice problem.  Finally, it becomes a felony conviction.

The court verdict punishes the socially unacceptable behavior but rarely recognizes the underlying problem.  Instead, the court hands the non-reader a criminal record.  This will make life even more frustrating.  Decent housing and employment become more difficult.  So after release from jail or prison, the stage is set for yet another criminal offense.  When this inevitably happens, political leaders wring their hands and wonder publicly, “What can be done about recidivism?”

The answer to which these political movers and shakers will not listen is simply this: “Teach people to read.”  It’s never too late to do that.  Those who go to prison with reading problems should enter probation with high-school level reading ability.  That should be the goal.  Equipping inmates with this tool will enable them to compete for jobs more effectively, enter training programs with confidence, and eliminate in their lives a major source of frustration and aggression.

This is not the complete solution to crime and recidivism.  But it is a large and rational piece to the puzzle.  Barring severe physical or mental disabilities, adults and children can learn to read effectively.  And in the past, teachers possessing fewer resources than those of today successfully taught reading skills to others.  So teaching people to read is something we already know how to do.  It’s not a mystery.  It’s a matter of making “reading proficiency” a “teaching priority” and then putting a system in place to get the job done.  After all, if a technically modern society cannot equip virtually all of its citizens to read effectively, then what should we conclude about its competence to solve other problems?   If it can’t figure out how to teach its citizens to decode and understand the written word, then what confidence should we have it its ability to tackle poverty, unemployment, or terrorism.

The inability to read effectively is a serious national problem.  One in four young people become adults without acquiring this skill, even after years of mandatory education.  Moreover, the inability to read is linked repeatedly with major social problems, such as poverty and violence.  The vast majority of inmates in America’s prisons have reading problems, and research suggests that this deficiency may be the likely cause for criminal behavior—even more likely than poverty or minority status.  Equipping people to read, therefore, ought to be a social priority.  Communities should make reading programs easily accessible to the general public, and the criminal justice system should make the development of this skill a focus before any inmate’s release.  Doing this will enhance the newly released inmate’s chances for a successful re-entry into society.  Moreover, easily accessed reading programs in the community may well intercept literacy problems before they become criminal cases.

An America made up of non-readers cannot remain technically advanced.  Who could disagree?  So improving literacy nationally is an investment in America’s future.  It’s the smart thing to do.    In like manner, measures to improve literacy among prison inmates and ex-offenders are also investments–investments designed to redeem lost human resources and to put them to productive use.  If helping inmates and ex-offenders to become literate reduces recidivism, empowers them to find jobs, and puts them on the tax rolls, then let’s teach them to read.  That’s smart, too.  Moreover, it’s a positive and humane way to fight crime.


INDY HVRP JOBS REPORT (Apr. 5-11, 2014)

April 6, 2014

04-05-14Jobs Report 04-05-14

For best results, view in Internet Explorer

Welcome to The INDY HVRP JOBS REPORT for April 5-11, 2014.  Click the underlined link above (under the picture) and then wait a few moments for the pages of the pdf portfolio to load. That will access an Indianapolis job search of local postings, searched by 14 job boards using over 60 job-search terms. Each search term is presented in the top window with a slider control for easy viewing. Pick a search and a page preview will appear in the lower window.

And as always, good hunting!


TEN REASONS TO HIRE VETS

December 2, 2010

Are you an employer who wants to thank a veteran for answering the nation’s call to military service–especially in these troubled times.  Then here’s a great gift idea.  Offer a job to an unemployed vet.

Granted, this is an unusual gift.  It’s not the type of thing advertisers market in TV ads.  But in the current economy, many veterans are struggling to support their families.  Consequently, offering a veteran a decent job would do more than simply show your appreciation.  It would be a deeply appreciated and treasured gift–one that few others could match. 

And here’s the best part.  Hiring veterans is just good business. Veterans are technically skilled, disciplined, and mission directed.  So hiring a veteran is really a gift employers can give to themselves–while helping veterans and their families economically.  It’s a rare win/win decision.

Want proof?  Then try this:

HVRP’s Top 10 Reasons to Hire Vets

1. Veterans have proven leadership and teamwork skills.
Military training conditions recruits to work as a team. Military culture considers this essential to develop leadership skills capable of coordinating successfully the efforts of both individuals and groups to achieve common objectives.
2. Veterans have trained to focus on the mission and to take initiative to achieve it.
Military training is always about achieving the mission. Military exercises emphasize how the success of one group depends upon the timely and successful actions of another to advance the mission’s plan. It is part of military culture that those at a junior grade are expected to make big decisions in order to achieve the mission. So veterans know when and why to take initiative: others are depending on them.
3. Veterans have already proved their ability to meet challenges and perform under pressure.
From basic training to field exercises to war games to actual military deployment, veterans have proven themselves able to achieve objectives under difficult conditions, making do with the resources available and solving unexpected problems. Under the bitterest conditions, the American soldier has proven resilient and resourceful, able to overcome obstacles and achieve the mission assigned.
4. Veterans have a commitment to higher education.
The average educational achievement of veterans is substantially higher than the national average. For example, 85% of military officers hold bachelor’s or advanced degrees; that compares to a college graduation rate of 28% in the general public.
5. Veterans are quick to learn and rapidly adapt to change.
Jobs change in the military every 9-18 months, and there is rarely overlap time or transition with an incumbent. Superiors expect a soldier in a new assignment to get up to speed quickly on the critical information and tasks needed to do the job. Within 90 days, they expect that soldier to have mastered the assignment.
6. Veterans represent a talent pool that is diverse and trained to manage people effectively.
The Department of Defense employs nearly 1.5 million men and women. Of this number, 20% is African-American, 10% is Hispanic, and 6% consists of other ethnic groups. The number of women in active duty has increased to an historic high, representing now over 14% of the total.
7. Veterans are technically skilled and take accountability seriously.
The military has over 7000 occupational codes and is the largest training and education organization in the world. Veterans receive top-quality training and then receive assignments to positions that require them to perform with exceptional judgment and skill. They meet the challenge and take accountability seriously because others depend upon them.
8. Veterans offer a robust workforce that is both experienced and youthful.
Over 220,000 military personnel complete their service obligations each year. Moreover, recruits entering the service generally do so right out of high school or college. The standard enlistment runs between 2-8 years, so veterans tend to be in their mid to late twenties when they leave the service. Even veterans who have made the military their career will retire after 20 years of service in their late thirties or early forties, young enough for another quarter century of productive civilian work.
9. Veterans satisfy federal government hiring preference requirements and may frequently offer substantial tax benefits.
As a condition for doing business with the federal government, employers are encouraged to hire veterans and must file the Veterans Employment Report (VETS-100), which tracks the number and types of veterans the employer hires annually. In addition, an employer who hires a veteran can frequently claim the Work Opportunity Tax Credit (WOC), which can recover for the company up to 40% of the newly hired veteran’s first-year’s wages.
10. Veterans have already submitted to a comprehensive military pre-screening and many have held military security clearances.
An employer may like a candidate and then discover the he or she fails the mandatory pre-employment background check or drug/health test. Before acceptance into the military, the new recruit undergoes a thorough background screening check. Veterans whose military assignments required a security clearance have passed an intensive investigation to qualify. Moreover, frequent random drug testing is routine in the military, as are complete health physicals and dental exams.

If you are an employer, HVRP’s Top Ten Reasons to Hire Veterans may persuade you to make hiring veterans a priority.  If so, HVRP can help you.  We have experienced and skilled veterans who can meet your staffing needs.  We can also help you qualify for special tax advantages employers can receive simply for hiring veterans.  HVRP can help you meet your staffing needs and save money at the same time.  And there is NEVER a charge.

Just call us at 317-931-3055.  Ask for Karin Romani or James Logan, our HVRP Employer Liaisons.  They can give you more reasons why hiring veterans makes good business sense. 

They can also send you the employees who can do the job.  So call HVRP! Call today!

                      David E. Richardson, HVRP Employment Coordinator

 

SOURCES:

http://www.hireheroesusa.org/companies/why-hire-a-veteran

http://www.military.com/veterans-day/hire-veterans.htm

 

DISCLAIMER:  Preparation of this item was funded by the United States Department of Labor under Grant No. E-9-5-6-0037-H2.  This document does not necessarily reflect the views or policies of the U. S. Department of Labor, nor does mention of trade names, commercial products, or organizations imply endorsement by the U. S. Government.


HOW HVRP’s VETERANS OFFER WHAT EMPLOYERS NEED

August 20, 2010

 

STAFFING SOLUTIONS

Want to solve your staffing problems and save money at the same time?  We have a way for you to do BOTH—and help your community at the same time.  

Interested?  Read on.

We are HVRP, the Homeless Veterans Reintegration Program, an employment and educational service funded by the federal Department of Labor.  We help veterans and their families recover from personal and financial crises.  

Never heard of us?  That’s not surprising.   Better Indy Babies, HealthNet, The Homeless Initiative Program, and The Homeless Veterans Reintegration Program, along with other NON-PROFIT programs, are services provided proudly by Clarian Health Systems—programs that build a better community for all of us.

And we are asking you to participate.  How?  Let us help you find qualified candidates for available positions in your company.  

 What can our veterans do for you?

 Well, do you need any of the following?  

  • clerks
  • receptionists
  • secretaries
  • warehouse specialists
  • assemblers
  • machine operators
  • hospitality workers
  • customer service

 …and more

Our veterans have proven experience in these and a variety of other areas.  In addition, they need and want to work.  HVRP’s employment and training program helps veterans reach their job goals.  So HVRP already has the employees your company needs—and we want you to meet them.  

That’s all you need to do to become one of our valued Community Partners—join other local Indianapolis companies that know that hiring veterans is simply good business.  

How else can HVRP help you?  Here are some answers:

Answers

1.  Unlike commercial staffing agencies, HVRP charges NO commissions or fees.  Our grant-funded employment services are provided at no cost—both to veterans and to employers.

2.  You’ll get applicants whose honorable military service demonstrates maturity, discipline, and responsibility.

3. You’ll receive applicants who have a support system in place to help them stay employed—supportive assistance ranging from housing to child care to transportation. 

4.  When you hire an HVRP veteran, you also get—for free—a team of professionals committed to keeping veterans on the job.  We provide follow-up with each veteran we send to you in order to anticipate and resolve problems before they interfere with that veteran’s ability to meet your performance standards. 

5. Finally, each HVRP veteran you hire qualifies your company for a tax break on federal business income taxes. We can even show you how to take advantage of the tax exemption.

Interested in solving staffing problems, saving money, and improving the community—with just one phone call?  Then meet our HVRP veterans.  And become one of our growing list of Community Partners.  How?  It’s simple!

HOW TO BECOME A COMMUNITY PARTNER

What we ask

INDY HVRP’s Community Partners, already know that hiring veterans simply makes good business sense.  They look to HVRP to help them meet their staffing needs with qualified and tested personnel.   Our veterans get a direct-placement job opportunity with a quality business; our Community Partners get quality applicants with proven skills and experience. 

This is a win-win arrangement for both the veterans and the companies we serve.  And we want you to join us.  Let us help you meet your staffing needs with veterans you can depend upon to meet and exceed your performance standards. 

That’s all HVRP asks.  And that’s all it takes to become one of our Community Partners.  Let us help you find the quality employees you need.  As a Community Partner, you will help HVRP build a better Indianapolis—one veteran at a time.

What you get

Temporary services will send you an employee—for a price.  HVRP will send you a veteran with tested skills—for free!  But that’s not all.  Our team of employment professionals follow-up on our placements, providing counseling and supportive services that enable our veterans to keep their jobs.  We are committed to removing barriers and resolving problems BEFORE they become threats to their employment.

And we will stay in touch with you to monitor your satisfaction.  In the event of a reported problem, we will assign an experienced staff person to help resolve it effectively.  We even make visits to the job to see how our placements are working out. 

HVRP’s mission is to help veterans find and keep meaningful employment.  This means ensuring that our Community Partners are satisfied with our employment services. 

How well have we done?  Here is a partial list of businesses that work with us.  They are not only our Community Partners; they are our best advertisement.

Your Next Step

Call 317-931-3055 and ask to speak to an HVRP employment professional.  We will be glad to answer your questions and learn about your employment needs.  So give us a call today.  Let HVRP show you why hiring veterans is simply good business.  We’ll help you solve staffing problems, save money, and improve the community—all with just one phone call!

So meet our HVRP veterans and become one of our growing list of Community Partners.  We have solutions waiting for your phone call.

So call INDY HVRP today, at 317-931-3055, the Homeless Initiative Program.  Ask for Karin Romani, our Community and Business Liaison.  She’ll explain how HVRP veterans will meet your staffing needs. 

WHATEVER THE JOB…

 …VETS CAN DO IT!

 –David Richardson, Employment Coordinator

DISCLAIMER:  Preparation of this item was funded by the United States Department of Labor under Grant No. E-9-5-6-0037-H2.  This document does not necessarily reflect the views or policies of the U. S. Department of Labor, nor does mention of trade names, commercial products, or organizations imply endorsement by the U. S. Government.


WORK OPPORTUNITY TAX CREDIT (WOTC): AN INCENTIVE TO HIRE VETERANS

August 17, 2010

 

What Is the WOTC?

The WOTC is a federal tax credit. It’s purpose? To encourage employers to hire job-seekers with employment barriers. Many veterans will find it useful to overcome employment challenges. Here’s how it works. When an employer hires an applicant who has a barrier (e.g., a disabled veteran), the hiring company can claim a WOTC tax credit to recover a portion of the wages paid during the initial period of employment. The tax program can provide to employers an incentive to hire and retain veterans who qualify for the credit.

Who Qualifies for the WOTC CREDIT?

The WOTC Credit targets nine groups:

· Recipients of TANF (Temporary Assistance to Needy Families),

· Unemployed veterans receiving Food Stamps or veterans with a service connected disability who:

A. Are hired within one year after being discharged from active service or

B. Who have been unemployed a total of six months or more during the year prior to being hired,

· Ex-felons hired within one year after conviction or release from prison,

· Applicants over 18 but less than 40 when hired who reside in an Empowerment Zone, Renewal Community, or Rural Renewal County,

· Referrals from State Vocational Rehabilitation,

· Summer youth ages 16 through 17 who reside in an Empowerment Zone, Renewal Community, or Rural Renewal County,

· Food Stamp recipients aged 18 but under 40 on the hiring date,

· Recipients of Supplemental Social Security (SSI), and

· Long-term family assistance recipients.

Counselors should check a veteran’s qualifications under all applicable criteria. For example, an unemployed veteran who does not qualify under criterion 2 may yet qualify under one of the other criteria (SSI recipient, Vocational Rehabilitation referrals, recently released felons, etc.)

How Much Is the WOTC Worth?

For the employer to apply for a WOTC credit, the qualified employees hired must work a minimum of 120 hours. For most targeted groups, the credit is based on the employee’s first $6000 in wages. In these categories, this is what an employer can expect to get:

A. 25% credit for qualifying workers who work at least 120 hour but less than 400 hours, and

B. 40% credit for workers who work at least 400 hours for a maximum of credit of $2400.

But the credit for Disabled or Unemployed Veterans is substantially higher. It is based on the first $12,000 of employee earnings. So the employer can expect to get:

A. 25% credit for workers who work at least 120 hours but less than 400 hours, and

B. 40% credit for workers who work at least 400 hours for a maximum credit of $4,800.

The credit targeting those who qualify under Long Term Family Assistance is also higher, especially if the employee continues to work a second year.

A. The first WOTC credit does not change: 25% credit for qualifying workers who work at least 120 hour but less than 400 hours,

B. The second level of credit is only 40% of the wages paid in the first year of employment for employees working 400 or more hours up to a maximum of $4000, and

C. The employer can earn 50% credit on employee wages paid during the second year for a maximum of $5000.

How Can Employers Apply?

Employers must have applicants complete Form 8850 (Pre-Screening Notice & Certification Request) on or before the day you offer a qualifying applicant a job.

Each applicant who is potentially qualified for WOTC based on the Form 8850, must then complete an ETA-9061 (Individual Characteristic Form).

Forms 8850 & ETA 9061 must be postmarked within 28 days of the date the applicant begins work to be considered. Any forms not meeting this requirement will be denied. The forms cannot be accepted by fax or email.

Mail completed forms to the following address:

WOTC Program Coordinator
Indiana Department of Workforce Development
WOTC – SE311
10 N Senate Avenue
Indianapolis, IN 46204
317-232-7746
(F) 317-233-2679

Form 8850 must be postmarked within 28 days of the date the applicant begins work to be considered. Any late requests will be denied. The form cannot be accepted by fax or email.

Certification of Employee Eligibility

Once an employee is determined eligible, the employer will be sent Form ETA-9063 (WOTC Certification) to verify that employee’s eligibility under the WOTC Federal Tax Credit program. This form must be retained by the employer for tax purposes.

How to File for the WOTC at Tax Time?

Generally employers use IRS Form 5884 (Work Opportunity Credit) to claim the WOTC tax credit. Form 5884 is filed with employer’s federal income tax return. But if the employer is claiming a WOTC credit for an employee qualifying under Long-term Family Assistance, a different form must be used to claim the tax credit: IRS Form 8861 (Welfare to Work Credit). Form 8861 is filed with employer’s federal income tax return.

The credit is usually applied to the employer‘s tax liability for the tax year in which the employee is hired. If the credit exceeds the current year’s tax liability, the employer may apply the remaining credit to the previous year’s tax liability. This may be carried back one year or forward 20 years. For more information on unused credits, employers should contact the IRS or their tax accountant.

For additional information on WOTC requirements and downloadable copies of all required WOTC forms, please visit the Indiana State Government link below:

http://www.in.gov/dwd/2497.htm

–David Richardson, Employment Coordinator